2018/19 annual - cpsi · cpsi has in transforming the psyche and work ethic of the public service...

CPSI Unlocking Innovat ion 1

2018/19 ANNUALPERFORMANCE PLAN

C P S IUNLOCKING INNOVATION

CPSI l Annual Performance Plan 2018/20192


T A B L E O F C O N T E N T S

Minister ’s Foreword 4Deputy Minister ’s Statement 6Executive Director’s Overview 8Off ic ia l S ign-off 10List of acronyms 11

PART A: STRATEGIC OVERVIEW 121. Situat ional analys is 131.1 Performance environment 131.2 Organisat ional environment 132. Revis ions to legis lat ive and other mandates 143 Overview of 2018/19 budget and Medium Term Expenditure Framework (MTEF) est imates 153.1 Expenditure est imates 153.2 Relat ing expenditure trends to strategic outcome or iented goals 16

PART B: PROGRAMME AND SUB-PROGRAMME PLANS 184. Programme 1: Administrat ion 194.1 Strategic object ive annual targets for 2018/19 194.2 Programme performance indicators and annual targets for 2018/19 204.3 Quarter ly targets for 2018/19 244.4 Reconci l ing performance targets with the Budget and MTEF: Programme 1 - Administrat ion 255 Programme 2: Publ ic Sector Innovat ion 265.1 Strategic object ive annual targets for 2018/19 275.2 Performance indicators and annual targets for 2018/19 285.3 Quarter ly targets for 2018/19 375.4 Reconci l ing performance targets with the Budget and MTEF: Programme 2 39

PART C: L INKS TO OTHER PLANS 411. L inks to the long-term infrastructure and other capital plans 422. Condit ional grants 423. Publ ic ent i t ies 424. Publ ic-pr ivate partnerships 42

ANNEXURE A 43i . Technical Indicator Descr ipt ions 44


MINISTER’S FOREWORD

This Annual Performance Plan (APP) outlines the work of the Centre for Public Service Innovation (CPSI) for the 2018/19 financial year. It is based on the CPSI’s 2016-2019 Strategic Plan which, in turn, draws from the Country’s Strategic Outcome 12. In terms of this outcome and the corresponding chapter in the National Development Plan (NDP), the Public Service and Administration portfolio has to, as its key responsibility, contribute towards the building of an efficient, effective and development oriented public service.

As a member and key role-player within this portfolio, the CPSI fully supports and works in tandem with the other organisations. Its vision, namely to contribute towards the building of a solution-focussed, effective and efficient public service through innovation best describes the CPSI’s specific contribution towards achieving the Portfolio’s objectives.

The CPSI is entrusted with the responsibility of engendering the culture and practice of innovation in the public sector. It is meant to infuse innovation into the overhaul of the state and its various processes and systems, its structural configuration, its operational models and even more important, its key priorities. In essence, it is about facilitating the development of an enabling environment that is ideal for innovation to thrive and become a catalyst for improved service delivery performance.

There is a need for a rich exchange of experiences on innovation in public-sector delivery from a general debate on current and future needs to innovating in times of austerity, collaborative innovation in the public sector.

One needs to keep in mind that the fact that doing more with less demanded a new mindset and new forms of cooperating and organizing; that CPSI should try to determine how training institutes could prepare civil servants for taking the lead in these processes of change.

Innovation involves not merely thinking ‘outside the box’, but also the sweeping and searching of all corners of the existing box, that can be used and replicated.

In the light of the current fiscal challenges, it has become necessary to challenge existing rules and agreements, and to look with an open mind at other options and ways of rendering services. A prerequisite if there is to be innovation is that all stakeholders be open to new ideas and to an exchange of experience across sectors and existing hierarchies, personnel groups, etc. For this reason the CPSI annually hosts a number of knowledge and experience sharing platforms.

By virtue of its role in a developmental state, our government is fully aware of the major obligation to deliver services to citizens in accordance with our developmental agenda. Successfully delivering on this fundamental constitutional obligation, demands of government the ability to leverage the best available innovative solutions generated within the public sector and also internationally from other countries to ensure enhanced citizen access to vital services. And therein lies the role of the CPSI.

For the CPSI to have significant impact in driving innovation in the public service, it relies on strong partnerships and collaborations across all public sector institutions and with external role players. Most critically, our partnership with a growing cohort of innovators within government is helping us 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.

Innovation can without doubt transform the public sector into a capable state machinery that can achieve Vision 2030 of the NDP, the United Nations Sustainable Development Goals (SDGs) and fulfil the seven Aspirations of the African Agenda 2063. The CPSI has proven over the years to possess the sort of expertise required to ensure government efforts are well-coordinated and streamlined, using innovation to ensure sustainable long-term impact in critical areas of our growth such as education, healthcare and poverty alleviation.

The outstanding work that the CPSI continues to dispatch bear testimony to 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. Therefore, 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.

I acknowledge the critical contribution of the CPSI


I thus endorse this Annual Performance Plan and restate my commitment to supporting the CPSI in its implementation and overseeing their performance.

MS AYANDA DLODLO, MP MINISTER FOR THE PUBLIC SERVICE AND ADMINISTRATION

The outs tanding work that the CPSI cont inues to dispatch bear tes t imony to

the exi s tence o f untapped capaci ty for innovat ion

and innovat ive thinking in the publ ic serv ice

towards strengthening government service delivery through innovation. More than that, we recognise the need to support the organisation in its endeavour to create a conducive environment and fertile ground for innovation through the creation of innovation friendly policies and other support mechanisms.

In acknowledging and appreciating the value of innovation as a true catalyst and an enabler of improved service delivery, one is

also committing to champion true catalytic initiatives that disrupts mediocrity and innovations that will ensure that our country rises beyond the many socio-economic challenges that plague our people. Innovation in public-service delivery is about getting the most out of resources and capacities, better outcomes, lower costs and also about people, organisational culture, and top and middle managers.


DEPUTY MINISTER’S STATEMENT

The CPSI was established by this democratic government in 2001, originally as a not-for-profit company and from 2008 it operated as a national government component. Based within the Public Service and Administration Portfolio, the CPSI is officially mandated to entrench the culture and practice of innovation in the public sector in its entirety.

This strategic mandate which also has a bearing on the process of re-engineering and renewal of government processes, whether service delivery, administration or governance, supports the overall mandate of the portfolio to ensure a development–oriented public service.

For further improvement on its work, the Portfolio continues to do substantive work, exploring new ways and approaches to increase the level of citizen satisfaction with services across the spheres of government. Our public participation initiatives have helped to promoting active citizenship and participatory democracy. While the future of the public service certainly lies in inter-departmental collaboration and intergovernmental cooperation, these initiatives create an ideal platform and voice for the citizenry regarding service delivery.

In terms of its mandate of promoting innovation in the entire public sector, the CPSI operates on a government-wide spectrum. This, importantly, ensures that the enabling environment that the CPSI seeks to establish in which innovation can thrive, is not defined by departmental boundaries, but happens throughout the three spheres of our government

while it is also open to citizen participation. It is for this reason that programmes such as the Annual CPSI Public Sector Innovation Awards also acknowledges and recognises innovations developed through collaboration between government and civil society, particularly the youth who have an untethered energy and passion to try new things.

We recognise the influence that the CPSI has in transforming the psyche and work ethic of the public service in harnessing innovation to solve our contemporary challenges and making a difference where it matters most in the lives of our citizens such as health care, education, crime prevention and job creation.

In promoting innovation as a transformative agent in government, the CPSI contributes towards fostering and maintaining the principles of good governance, transparency and accountability. These principles constitute the key tenets of a sound democratic state that values its citizens and opens itself to their opinions and voices. Citizens can play a decisive role in helping government arrive at key decisions pertaining to its functions, its policy and legislative position, its regulatory and administrative approach, the basket of services it delivers to its citizens and how it does that.

As part of implementing the SDGs, conversations, platforms and stakeholder engagements must be initiated to find a multifaceted and multi-stakeholder approach wherein various participants in the international system and development community play their role in promoting the implementation

While the future o f the publ ic serv ice

cer tainly l ie s in inter-departmental co l laborat ion and intergovernmental

cooperat ion, publ ic par t ic iat ion has created an ideal

p lat form and a voice to the

c i t i zenry regarding serv ice de l ivery


we will continue to look up to the CPSI for practical solutions that will ramp up government’s contribution towards economic and social development in our country.

DR CHANA PILANE-MAJAKE, MPDEPUTY MINISTER FOR THE PUBLIC SERVICE AND ADMINISTRATION

of the SDGs.

The CPSI continues to hoist the country’s flag high through hosting regional workshops such as the UNPAN-SADC Workshop, to provide a platform to set an African agenda and share strategies for deepening best practices and lessons learnt to move Africa forward.

We profoundly congratulate the CPSI for its immense contribution in driving innovation and stimulating creativity and forward-thinking in the public sector. As we continue relentlessly on our transformative journey to improve the public sector’s performance and productivity,


EXECUTIVE DIRECTOR’S OVERVIEW

This Annual Performance Plan (APP) serves as a blueprint for the work of the Centre for Public Service Innovation (CPSI) in the financial year 2018/2019. It provides comprehensive information about all the activities and programmes of the organisation, including such operational details as when and how such targets and outcomes would be achieved in part to fulfil its 2016-2019 Strategic Plan.

The 2016-2019 Strategic Plan of the CPSI cascades from the strategic mandate of the Public Service and Administration portfolio under which it falls, and supports its achievement. Outcome 12 of the Public Service and Administration strategic plan, in particular, defines as a key responsibility of the portfolio “contributing towards the building of an efficient, effective and development oriented public service”.

The mandate of the CPSI entrusts the organisation with the responsibility to entrench the culture and practice of innovation in the public sector. This complements the mandate of the Portfolio in that it holds the CPSI accountable for facilitating an innovation-friendly environment that is instrumental in building a progressive public sector of the future. The CPSI will thefore continue to invest in developing Foresight and related capabilities to better anticipate and design the public sector of the future. The CPSI’s role is therefore defined through the infusion of innovation as a transformative agent in re-engineering and transforming the public sector to improve productivity and performance particularly in the realm of service delivery, not only in the present, but also in future.

The NDP challenges public institutions across the three spheres of government to work together to create a public sector that can deliver on our envisaged developmental outcomes as articulated Vision 2030. On an international level, our government is further challenged to achieve Agenda 2063 of the African Union and the UN’s Sustainable Development Goals (SDGs).

It is of critical importance that our government achieves these key targets, hence the urgency to prioritise new and innovative ways to ensure successful sustainable economic growth and social development.

As a strategic facility of government with a cross-sectoral influence, the CPSI’s mandate involves unlocking, entrenching, nurturing and replicating innovation in the public service as a whole. In considering lessons learnt and the focus on facilitating

the replication of innovative solutions, our immediate focus will be to finalise a funding mechanism for public sector innovation and the updating and refinement of our Pocket Guide to Innovation to ensure a focused approach for the next administration.

Working with a multiplicity of partners both in the public and private sector, academia and civil society, the organisation continues to lead the development and implementation of innovative ideas to address critical service delivery challenges. These projects demonstrate the value of innovative solutions, and encourage sectors to develop, test and implement their own solutions throughout the public sector to deliver on our respective mandates and to build a progressive public sector of the future.

Knowledge sharing and learning are central to sustainable growth and competitive performance in today’s knowledge economy. Using various platforms and networks, the CPSI encourages sharing of lessons and information on innovation trends nationally, across Africa and internationally. One such robust programme the SADC-UNPAN network, provide an ideal opportunity for the CPSI to share innovative practices from and with SADC countries for learning and replication to contribute our own, unique stories to the growing global knowledge repository on public administration and public sector innovation.

Locally, we partner with a range of individuals and institutions in government, business and the community

The mandate o f the CPSI entrus t s the organisat ion wi th the responsibi l i ty to inculcate the cul ture and pract ice o f innovat ion in the publ ic sec tor


in exciting and mutually beneficial ways. This partnership model allows us to leverage financial and intellectual capital in support of government priorities.

Another key strategic project is the Annual CPSI Public Sector Innovation Awards Programme. Now in its 16th year, this strategic programme showcases and celebrates excellence in terms of innovative projects from public officials across the three spheres of our government. In addition, the Awards Programme encourages the replication of innovative projects thereby preventing wastage of resources through unnecessary reinvention of the wheel.

These innovative projects are showcased at the CPSI Public Sector Innovation Conference. Hosted by the CPSI on behalf of the Minister, this annual government-wide event serves as a platform for innovators to share best practices and to 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 THULI RADEBEEXECUTIVE DIRECTORCENTRE FOR PUBLIC SERVICE INNOVATION

CPSI l Annual Performance Plan 2018/20191 0

OFFICIAL SIGN-OFF

It is hereby certified that this Annual Performance Plan: • Was developed by the management of Centre for Public Service Innovation under the guidance of

Ms A. DLODLO, MP, Minister for the 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 endeavour

to achieve given the resources made available in the budget for 2018/19 year.

MS DN MAVIKANEOfficial responsible for Planning

MS A SNYMANChief Financial Officer

MS T RADEBEAccounting Officer

APPROVED BY:

DR CHANA PILANE-MAJAKE, MPDeputy Minister for the Public Service and Administration

MS AYANDA DLODLO, MP Minister for the Public Service and Administration

CPSI Unlocking Innovat ion 1 1

L I S T O F A C R O N Y M S

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

TIH The Innovation Hub

UK United Kingdom

UN United Nations

UNPAN United Nations Public Administration Network


PART A: STRATEGIC OVERVIEW


PA R T A : S T R A T E G I C O V E R V I E W

1. UPDATED SITUATIONAL ANALYSIS

1.1. Performance environment

Treasury implemented cost containment measures and also reduced budgets of many departments. The reserve bank has projected that the South African economy will grow, which requires that all Government Departments and entities have to focus on their core business and to also start with assessing the impact of their programmes and projects. Unemployment however is higher at 27,7% in the second quarter of 2017. The increase in unemployment and inequality is placing additional demands on departments, requiring departments to “do more with less”.

The current negative economic climate is compounded by a global transition, coined by the World Economic Forum (WEF) as the “4th Industrial Revolution”. This transition has been described as a technological revolution that will fundamentally alter the way we live, work, and relate to one another, transforming it in a scale, scope, and complexity that will be unlike anything humankind has experienced before.’

The macro- and socio-economic climate, and the transition of the economy into the 4th Industrial Revolution requires departments to be innovative and leverage new technologies to address socio-economic constraints. This is in line with Vision 2030, as stated in the National Development Plan (NDP), that requires public institutions to be “institutions that creatively redesigned to meet our (citizens) needs.”

The emphasis should be on preventing duplication or escalation of costs for the state and to ensure sharing of ideas and solutions. One such area is the growing number of mal-practice claims in the public health sector. There is a notiable shift from Road Accident Fund litigation to medical litigation as RAF is increasing the the number of direct claims that are settled (RAF achieved a 33% year-on-year increase in the number of direct settlements). Medico-legal liability for all provincial health departments (based on 2016 departmental Annual Financial Statements) now exceeds R40 billion with Gauteng and Eastern Cape the highest at R13,4 billion).

Through the various programmes, including the development and piloting of new solutions and replication of solutions unearthed through the Awards programme, the CPSI will support institutions to implement appropriate and cost-effective solutions. Departments and sectors are also realising that current

planning trajectories are not sufficient to ensure that the objectives of the NDP or Sustainable Development Goals (SDGs) are achieved. CPSI will work with DPSA and DPME to assess what the outstanding projects are for the MTSF period and identify possible solutions to fast tract implementation. Current planning and budgeting processes that adopt a linear process, do not account for the uncertainties, volatility and complexities of the current service delivery environment. In response to the demand for a more responsive and forward-looking public sector, the CPSI has partnered with the UNDP to champion Foresight in the public service, in particular on provincial and local government level.

Innovation takes both leadership and management. While leadership should focus on creating a strong vision, showing will and persistence in overcoming the barriers and having the courage to involve many voices in the process, management should focus primarily on process and outcome, and on redesigning concepts and systems that support these, rather than focusing on input and output only.

Innovation takes place both inside and outside the box. Innovation can be designed within many of the existing frameworks – there are many empty spaces that can be filled with innovative solutions. Implementation is a crucial part of the innovation process, and this takes place inside the box. Going outside the box is not riskier than staying inside in the current situation, since the status quo is not an option. 1.2. ORGANISATIONAL ENVIRONMENT

The CPSI is established in terms of Section 7A and listed in Schedule 3A of the Public Service Act, 1994, as amended, and is an organ of state. The administration and operational arrangements (Notice 700) pertaining to the CPSI were published in Government Gazette Vol 555 no. 34562 of 2 September 2011. The responsibility for public sector innovation is vested in the Minister for Public Service and Administration. The functions of the CPSI are to:• Provide the Minister with independent, diverse, and

forward-looking research findings and advice on innovative service delivery with a specific focus of government’s priorities.

• 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).

In order to fulfil the above mandate, the CPSI is


structured in two programmes and headed by an Executive Director as the Accounting Officer in order to achieve its strategic outcome centred goal, namely “the culture and practice of innovation entrenched in the public sector”.

PROGRAMME 1: ADMINISTRATION

This programme provides strategic leadership, management and support services to the organisation.

This programme consists of a cohort of skeleton staff, headed by the CFO with the responsibility of ensuring statutory compliance and strategic management. Some functions, such as Internal Audit and Legal Advisory Services, are rendered on a Shared Services basis by the DPSA. These services are governed by an MoU.

The organisational structure has 31 posts on its fixed establishment and another 4 donor funded posts. All the posts are currently filled.

The CPSI’s budget is located within the budget appropriation of the DPSA. The current budget structure is according to the organisational structure.

The work of the CPSI increased substantially over the medium term. In order for the CPSI to sustain the replication and piloting of service delivery innovation projects and to adhere to the compliance areas allocated to a department, the CPSI must find alternatives to mitigate the impact of limited human and financial resources on the organisation’s mandate. This will be done by prioritising and focusing on specific areas that have a potential for maximum impact on service delivery.

PROGRAMME 2: PUBLIC SECTOR INNOVATION

This programme drives service delivery innovation in line with government priorities and has three components, aligned to the CPSI’s functions as articulated in the Notice, namely Research and Development, Solution Support and Incubation; and Enabling Environment.

Being challenge-driven, the focus of Research and Development is on understanding the root causes of service delivery challenges and develop new solutions in partnership with stakeholders in the National System of Innovation. These new solutions are then tested and piloted with the service owners. The component currently only has two staff members at deputy director level to fulfil the research and development responsibilities. Human resource limitations thus restricts the number of challenges that can be investigated and the number of development initiatives that can be facilitated at any given moment. Learning from the investigation of previous challenges and the piloting of potential solutions, it has become clear that the investigation of a

challenge and the subsequent process of development, testing and piloting of potential solutions cannot be separated. As such, the two outputs (investigation of challenges and piloting), will in future be reported on as one process with an annual target.

In partnership with the UNDP the component strengthened internal capacity for Foresight in order to provide forward-looking guidance and advice on planning towards achieving the NDP. In the coming year this capacity will be leveraged to support a number of initiatives, nationally, provincially (Eastern Cape) and regionally (SADC).

The Solution Support and Incubation Component has directed its focus to adapt and replicate innovations unearthed through the annual Public Sector Innovation Awards programme. The Component further demonstrates innovative practices and introduces innovation tools and methods to public officials through the Multi-Media Innovation Centre. Both these initiatives will be under significant pressure as the General Budget Support funded project manager post for replication ended on 31 March 2017. The Component will therefore have only one official responsible for replication projects and one for the MMIC.

The Enabling Environment Component will continue its efforts to inculcate the culture of innovation through various knowledge sharing programmes and platforms. The Annual Public Sector Innovation Awards Programme has matured into a both a recognition and feeder programme, in particular to ensure that innovations are mainstreamed into the public sector through dedicated replication initiatives.

The programme will continue to recognise innovators within government. Since 2017 the CPSI is in particular recognising “trailblazers”, those young developers within government who are developing in-house solutions that reduce cost and increase effectiveness.

The sharing of case studies on innovative practices will continue through The South African Public Sector Innovation: Ideas that Work. In this regard, reporting on the development and publishing of case studies has also been streamlined and reported only under this sub-programme and not also under Research and Development where most of the case studies are developed.

In addition, although uploads to the UNPAN Portal 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


Audited outcome Adjusted appropriation

Medium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Subprogrammes

Administration 10 305 13 344 17 909 18 675 19 391 20 986 22 353

Public Sector Innovation 12 248 14 711 13 498 15 380 16 639 17 451 18 616

Total 22 553 28 055 31 407 34 055 36 032 38 446 40 969

Economic classification

Current payments 22 125 27 300 29 127 33 464 35 776 37 881 40 383

Compensation of employees

11 588 14 169 15 593 18 360 19 425 20 902 22 470

Salaries and wages 10 353 12 509 13 827 16 313 17 399 18 721 20 125

Social contributions 1 235 1 660 1 766 2 052 2 026 2 181 2 345

Goods and services 10 537 13 131 13 534 15 104 16 351 16 979 17 913

Administrative fees 87 96 105 197 204 215 228

Advertising 191 1 053 146 176 344 357 377

Minor Assets 36 140 222 85 172 92 97

Audit costs: External - 740 1 447 1 763 1 599 1 711 1 805

Catering: Departmental activities

85 76 148 94 118 126 132

Communication (G&S) 305 327 327 337 409 431 455

Computer services 678 670 749 719 1128 1172 1 236

Consultants: Business and advisory services

210 142 597 465 712 796 840

Legal services (G&S) - - - - - - -

Contractors 1 098 1 200 992 1 095 1 105 923 974

Agency and support/outsourced services

- - - - - - -

Entertainment 29 - - - - - -

Consumable supplies 164 301 344 399 364 367 387

Consumables: Stationery, printing and office supplies

69 243 349 341 366 352 371

Operating leases 2 366 2 277 2 791 3 402 4 000 4 332 4 570

Rental and hiring 73 - - - - - -

Property payments - 269 431 821 307 323 341

Transport provided: Departmental activity

1 089 - - - - - -

Travel and subsistence 2 253 2 516 2 755 2 688 2 886 3 037 3 204

Training and development

200 85 212 219 231 248 262

Operating payments 258 973 698 894 889 895 944

Venues and facilities 1 346 2 023 1 221 1 409 1 517 1 602 1 690

3. OVERVIEW OF 2018/19 BUDGET AND MEDIUM TERM EXPENDITURE FRAMEWORK (MTEF) ESTIMATES

3.1. Expenditure estimates

innovation-related topics.

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

There have been no changes to the Centre for Public Service Innovations legislative and other mandates.


practices locally, regionally and internationally. R1.3 million is allocated per year over the medium term in the Enabling Environment subprogramme in the Public Service Innovation programme for hosting the Public Sector Innovation Awards. New and innovative solutions are expected to be developed through partnerships with government departments, non-governmental organisations, the private sector, academia and international entities. R1 million in the Solution Support and Incubation subprogramme has been allocated for this purpose over the MTEF period.

Providing the tools for innovation

To foster and strengthen a culture of innovation in the public service, the centre plans to facilitate 1 conference and 4 training sessions on the management of public sector innovation per year over the medium term for public sector officials. The conference and training sessions are aimed at sharing the latest innovative practices, tools and approaches so that they can be replicated. A total of 1 500 public service employees are targeted over medium term. R900 000 per year over the medium term is allocated for hosting the conference and R200 000 per year over the same period is allocated for hosting the training sessions. These allocations are in the Enabling Environment subprogramme in Public Service Innovation programme.

The multimedia innovation centre is a critical platform for entrenching innovative practices in the public sector. It also serves as a critical tool for interrogating service delivery challenges and undertaking process mapping, which entails evaluating existing service delivery processes and value chains. To maximise the potential of the multimedia innovation centre, the centre plans

3.2. Relating expenditure trends to strategic outcome oriented goals

Expenditure analysis

The Centre for Public Service Innovation is tasked by the Minister for Public Service and Administration to contribute to the improvement of the public service and its delivery of services to the public. Over the medium term, the centre plans to continue focusing on innovation to improve the efficiency and effectiveness ofgovernment institutions. The department’s work is aligned with the NDP’s vision of building a capable and developmental state and contributes to outcome 12 (an efficient, effective and development oriented public service) of government’s 2014-2019 medium-term strategic framework.

The centre relies on its knowledge and research capacity to perform its core functions. As such, expenditure on compensation of employees and other related costs, such as travel and subsistence, account for the bulk of spending over the MTEF period. The centre’s staff complement is expected to remain at 30 over the medium term. Compensation of employees accounts for 54.3 per cent of spending over the medium term, while travel and subsistence accounts for 17.8 per cent of total spending under goods and services over the same period.

Unearthing innovation Over the medium term, innovation in the public service will be unearthed by adopting innovative solutions proposed in programmes such as the Public Sector Innovation Awards, and through seeking other innovative


Medium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Transfers and subsidies 21 - 1 1 1 1 1

Departmental agencies and accounts

- - - 1 1 1 1

Foreign governments and international organisations

21 - - - - - -

Households - - 1 - - - -

Payments for capital assets

406 755 2 279 590 253 555 585

Buildings and other fixed structures

- - 806 - - - -

Machinery and equipment

406 506 1 277 590 154 262 276

Software and other intangible assets

- 249 196 - 99 293 309

Payments for financial assets

1 - - - - - -

Total 22 553 28 055 31 407 34 055 36 030 38 437 40 969


to extend the use of its facilities to 330 public sector officials and other innovation partners per year over the MTEF period. This work will be carried out in the Solution Support and Incubation subprogramme in the Public Service Innovation programme at an estimated cost of R1.1 million, mainly for maintenance and regular upgrades to the centre, over the MTEF period.

Tracking and reporting on trends in innovation

In each year over the medium term, the centre plans to participate in 2 international innovation programmes for learning, sharing and profiling innovations to strengthen initiatives that promote good governance. To strengthen regional integration in public service innovation over the MTEF period, the centre plans to continue to serve as an online regional centre for the United Nations Public Administration Network. To this end, the department plans to facilitate the network’s annual capacity building workshop in partnership with the United Nations Development Programme to encourage the participation of Southern African Development Community member states in the network and enhance its activities through sharing best practices and building innovation knowledge management capacity to achieve sustainable development goals. The centre’s participation in the 2 international innovation programmes is set to result in expenditure of R500 000 per year over the medium term in the Enabling Environment subprogramme in the Public Service Innovation programme.

The department plans to publish 2 editions of Ideas that Work: The South African Public Sector Innovation Journal, which is a valuable resource for case studies, projects and academic articles that promote innovation in service delivery. The journal also serves as a platform for entrenching information sharing and learning for an informed and empowered public sector. The journal is disseminated to the public sector nationally and internationally through the Enabling Environment subprogramme, at an estimated cost of R320 000 per year over the MTEF period.


PART B: PROGRAMME AND SUB-PROGRAMME PLANS


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/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

Eff

ecti

ve

corp

ora

te

go

vern

ance

Stra

teg

ic

Man

agem

ent

Co

rpo

rate

R

eso

urce

M

anag

emen

t

Offi

ce o

f th

e C

hief

Fin

anci

al

Offi

cer

Unq

ualifi

ed

aud

it o

utco

mes

o

n fin

anci

al a

nd

non-

finan

cial

in

form

atio

n

--

-U

nqua

lified

au

dit

out

com

es

on

finan

cial

and

no

n-fin

anci

al

info

rmat

ion

Unq

ualifi

ed

aud

it o

utco

mes

o

n fin

anci

al a

nd

non-

finan

cial

in

form

atio

n

Unq

ualifi

ed

aud

it o

utco

mes

o

n fin

anci

al a

nd

non-

finan

cial

in

form

atio

n

Unq

ualifi

ed

aud

it o

utco

mes

o

n fin

anci

al a

nd

non-

finan

cial

in

form

atio

n


4.2.

P

rog

ram

me

per

form

ance

ind

icat

ors

and

ann

ual t

arg

ets

for

2018

/19

5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

Unq

ualifi

ed

aud

it

out

com

es o

n fin

anci

al a

nd

non-

finan

cial

in

form

atio

n

1.1

Stra

teg

ic P

lan

revi

ewed

and

Ann

ual

Per

form

ance

Pla

n d

evel

op

edan

d s

ubm

itte

dfo

r ap

pro

val

-T

he 2

016/

17

Ann

ual

Per

form

ance

P

lan

sub

mit

ted

to

DP

SA,

DP

ME

, th

e A

udit

or

Gen

eral

and

the

N

atio

nal T

reas

ury

and

tab

led

in

Par

liam

ent

The

201

7/18

A

nnua

l P

erfo

rman

ce

Pla

n su

bm

itte

d

to D

PSA

, D

PM

E,

the

Aud

ito

r G

ener

al a

nd t

he

Nat

iona

l Tre

asur

y an

d t

able

d in

P

arlia

men

t

The

org

anis

atio

n’s

Stra

teg

ic P

lan

revi

ewed

and

Ann

ual

Per

form

ance

Pla

n

dev

elo

ped

and

su

bm

itte

d t

o t

he

Exe

cuti

ve A

utho

rity

(f

or

tab

ling

in

Par

liam

ent)

, D

PSA

, D

PM

E,

AG

SA a

nd

the

Nat

iona

lTr

easu

ry w

ithi

n th

ere

qui

red

tim

e fr

ames

to

co

mp

ly w

ith

leg

isla

tio

n,

fram

ewo

rks

and

p

resc

rip

ts

--

-

1.2

Org

anis

atio

nal

per

form

ance

mo

nito

red

-Q

uart

erly

per

form

ance

rep

ort

s su

bm

itte

dto

MP

SA,

DP

SA,

DP

ME

and

N

atio

nal T

reas

ury

as p

er r

equi

red

tim

e fr

ames

Qua

rter

ly

per

form

ance

re

po

rts

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

and

N

atio

nal T

reas

ury

as p

er r

equi

red

ti

mef

ram

es

Qua

rter

ly

per

form

ance

rep

ort

s d

evel

op

ed a

nd

sub

mit

ted

to

the

E

xecu

tive

Aut

hori

ty,

DP

SA,

DP

ME

an

d t

he N

atio

nal

Trea

sury

wit

hin

30

day

s fr

om

the

end

of

each

qua

rter

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

1.3

Ann

ual R

epo

rtd

evel

op

ed

and

sub

mit

ted

fo

rau

dit

ing

-T

he 2

014/

15

Ann

ual R

epo

rt

sub

mit

ted

to

D

PSA

, D

PM

E,

the

Aud

ito

r G

ener

al a

nd t

he

Nat

iona

l Tre

asur

y an

d t

able

d in

P

arlia

men

t

The

201

5/16

A

nnua

l Rep

ort

su

bm

itte

d t

o

DP

SA,

DP

ME

, th

e A

udit

or

Gen

eral

and

the

N

atio

nal T

reas

ury

and

tab

led

in

Par

liam

ent

Ann

ual R

epo

rt

dev

elo

ped

and

su

bm

itte

d t

o

AG

SA f

or

aud

it,

the

Nat

iona

l Tr

easu

ry a

nd t

o

the

Exe

cuti

ve

Aut

hori

ty f

or

tab

ling

in

Par

liam

ent

wit

hin

the

req

uire

d t

ime

fram

es

--

-

1.4

Num

ber

of

Co

rpo

rate

Res

our

ceM

anag

emen

t(C

RM

) po

licie

s,p

roce

dur

esan

d s

trat

egie

sd

evel

op

ed o

rre

view

ed a

ndim

ple

men

ted

-T

hree

(3)

po

licie

s w

ere

dev

elo

ped

ap

pro

ved

and

im

ple

men

ted

:•

The

Jo

b

Eva

luat

ion

and

Jo

b

Des

crip

tio

n P

olic

y•

Rec

ruit

men

t P

olic

y•

W

irel

ess

Rem

ote

A

cces

s, d

evic

e an

d S

imca

rd

po

licy

Two

(2)

CR

M

po

licie

s w

ere

dev

elo

ped

, ap

pro

ved

and

im

ple

men

ted

:•

Per

form

ance

M

anag

emen

t an

d

Dev

elo

pm

ent

Po

licy

•

Po

licy

and

P

roce

dur

e o

n B

erea

vem

ent

and

H

osp

ital

isat

ion

At

leas

t tw

o (

2)

CR

M p

olic

ies

and

/ o

r st

rate

gie

s d

evel

op

ed a

nd/

or

revi

ewed

and

im

ple

men

ted

, an

nual

ly

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

1.5

ICT

Co

rpo

rate

G

ove

rnan

ce

rep

ort

s d

evel

op

ed

and

sub

mit

ted

fo

r ap

pro

val

--

-Q

uart

erly

ICT

Co

rpo

rate

G

ove

rnan

ce

rep

ort

s d

evel

op

ed

and

sub

mit

ted

to

EX

CO

fo

r ap

pro

val

--

-

1.6

Num

ber

o

f b

udg

et

pla

nnin

g

rep

ort

s d

evel

op

ed

and

sub

mit

ted

-T

he o

rgan

isat

ion’

s M

ediu

m T

erm

E

xpen

dit

ure

Fram

ewo

rk in

put

w

as s

ubm

itte

d

to t

he D

PSA

an

d t

he N

atio

nal

Trea

sury

wit

hin

the

req

uire

d t

ime

fram

es

One

(1)

Med

ium

Te

rm E

xpen

dit

ure

Fram

ewo

rk in

put

w

as s

ubm

itte

d

to t

he D

PSA

an

d t

he N

atio

nal

Trea

sury

wit

hin

the

req

uire

d

tim

efra

mes

Thr

ee (

3) b

udg

et

revi

ew d

ocu

men

ts

pre

par

ed a

nd

sub

mit

ted

to

the

D

PSA

and

the

N

atio

nal T

reas

ury

--

-

The

org

anis

atio

n’s

Ad

just

ed

Est

imat

es

of

Nat

iona

l E

xpen

dit

ure

was

su

bm

itte

d t

o

the

DP

SA a

nd

the

Nat

iona

l Tr

easu

ry w

ithi

n th

e re

qui

red

tim

e fr

ames

One

(1)

Ad

just

ed

Est

imat

es

of

Nat

iona

l E

xpen

dit

ure

was

su

bm

itte

d t

o

the

DP

SA a

nd

the

Nat

iona

l tr

easu

ry w

ithi

n th

e re

qui

red

ti

mef

ram

e

The

org

anis

atio

n’s

Est

imat

es

of

Nat

iona

l E

xpen

dit

ure

was

su

bm

itte

d t

o

the

DP

SA a

nd

the

Nat

iona

l Tr

easu

ry w

ithi

n th

e re

qui

red

tim

e fr

ame

One

(1)

Est

imat

es

of

Nat

iona

l E

xpen

dit

ure

was

su

bm

itte

d t

o

the

DP

SA a

nd

the

Nat

iona

l Tr

easu

ry w

ithi

n th

e re

qui

red

ti

mef

ram

es


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

1.7

Org

anis

atio

nal

finan

cial

per

form

ance

mo

nito

red

and

rep

ort

ed

-Q

uart

erly

finan

cial

rep

ort

s w

ere

sub

mit

ted

to

the

MP

SA,

DP

SA a

ndth

e N

atio

nal

Trea

sury

wit

hin

the

req

uire

d t

ime

fram

es

Fina

ncia

l rep

ort

sw

ere

sub

mit

ted

to t

he M

PSA

,D

PSA

and

the

Nat

iona

lTr

easu

ry w

ithi

nth

e re

qui

red

tim

efra

mes

Ann

ual a

ndq

uart

erly

Fina

ncia

lSt

atem

ents

,fr

ee f

rom

mat

eria

lm

isst

atem

ents

, p

rep

ared

and

su

bm

itte

dto

AG

SA,

DP

SA a

ndth

e N

atio

nal

Trea

sury

--

-

The

org

anis

atio

n’s

Fina

ncia

lSt

atem

ents

wer

esu

bm

itte

d t

o t

heA

udit

or

Gen

eral

,th

e D

PSA

and

the

Nat

iona

l Tre

asur

yo

n 31

May

201

6

--

-10

0 P

erce

nt o

f al

l und

isp

uted

in

voic

es p

aid

w

ithi

n 30

day

s

--

-

-T

he

Org

anis

atio

nal

Pro

cure

men

t P

lan

and

co

nsul

tanc

y re

duc

tio

n p

lan

wer

e su

bm

itte

d

to t

he D

PSA

an

d t

he N

atio

nal

Trea

sury

wit

hin

the

req

uire

d t

ime

fram

es

The

O

rgan

isat

iona

l P

rocu

rem

ent

Pla

n w

as s

ubm

itte

d

to t

he N

atio

nal

Trea

sury

and

D

PSA

Ann

ual

Org

anis

atio

nal

Pro

cure

men

t p

lan

sub

mit

ted

to

the

Chi

ef

Pro

cure

men

t O

ffice

r an

d

imp

lem

enta

tio

n m

oni

tore

d

and

rep

ort

ed

qua

rter

ly

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

IDP

rog

ram

me

per

form

ance

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

1.8

Num

ber

of

qua

rter

lyco

nso

lidat

ed fi

nanc

ial

and

no

n-fin

anci

al

rep

ort

s fr

ee f

rom

m

ater

ial m

isst

atem

ents

su

bm

itte

d t

o M

PSA

, D

PSA

, D

PM

E a

nd

Nat

iona

l Tre

asur

y as

p

er r

equi

red

ti

mef

ram

es

--

--

4 Q

uart

erly

fina

ncia

l re

po

rts

sub

mit

ted

to

MP

SA,

DP

SA a

nd

Nat

iona

l Tre

asur

y an

d

non-

finan

cial

rep

ort

s su

bm

itte

d t

o M

PSA

, D

PSA

, D

PSA

, D

PM

E,

and

Nat

iona

l Tre

asur

y as

per

req

uire

d

tim

efra

mes

4 Q

uart

erly

fina

ncia

l re

po

rts

sub

mit

ted

to

MP

SA,

DP

SA a

nd

Nat

iona

l Tre

asur

y an

d

non-

finan

cial

rep

ort

s su

bm

itte

d t

o M

PSA

, D

PSA

, D

PM

E,

and

N

atio

nal T

reas

ury

as p

er r

equi

red

ti

mef

ram

es

4 Q

uart

erly

fina

ncia

l re

po

rts

sub

mit

ted

to

MP

SA,

DP

SA a

nd

Nat

iona

l Tre

asur

y an

d

non-

finan

cial

rep

ort

s su

bm

itte

d t

o M

PSA

, D

PSA

, D

PM

E,

and

N

atio

nal T

reas

ury

as p

er r

equi

red

ti

mef

ram

es

1.9

Per

cent

age

of

o

per

atio

nal b

udg

et

spen

t

-96

.73%

of

the

tota

l bud

get

was

sp

ent

97.

9% o

f th

e to

tal b

udg

et

was

sp

ent

96%

of

the

op

erat

iona

l b

udg

et

spen

t

97%

of

op

erat

iona

l b

udg

et s

pen

t ac

cord

ing

to

the

an

nual

pro

ject

ions

98%

of

op

erat

iona

l b

udg

et s

pen

t ac

cord

ing

to

the

an

nual

pro

ject

ions

98%

of

op

erat

iona

l b

udg

et s

pen

t ac

cord

ing

to

the

an

nual

pro

ject

ions

1.10

Per

cent

age

of

inte

rnal

an

d e

xter

nal a

udit

re

com

men

dat

ions

im

ple

men

ted

--

--

100%

Imp

lem

enta

tio

n o

f in

tern

al a

nd

exte

rnal

aud

it

reco

mm

end

atio

ns

100%

Imp

lem

enta

tio

n o

f in

tern

al a

nd

exte

rnal

aud

it

reco

mm

end

atio

ns

100%

Imp

lem

enta

tio

n o

f in

tern

al a

nd

exte

rnal

aud

it

reco

mm

end

atio

ns

4.3.

Q

uart

erly

tar

get

s fo

r 20

18/1

9

Ind

icat

or

IDP

rog

ram

me

per

form

ance

in

dic

ato

rR

epo

rtin

g

per

iod

Ann

ual

Targ

etQ

uart

erly

tar

get

s

20

18

/19

1st

2nd

3rd

4th

1. 1

Num

ber

of

qua

rter

ly

cons

olid

ated

fina

ncia

l an

d n

on-

finan

cial

rep

ort

s fr

ee f

rom

mat

eria

l m

isst

atem

ents

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

an

d N

atio

nal T

reas

ury

as

per

req

uire

d t

imef

ram

es

Qua

rter

ly4

Qua

rter

ly fi

nanc

ial

rep

ort

s su

bm

itte

d

to M

PSA

, D

PSA

and

N

atio

nal T

reas

ury

and

no

n-fin

anci

alre

po

rts

sub

mit

ted

to

M

PSA

, D

PSA

, D

PM

E,

and

N

atio

nal T

reas

ury

as p

er

req

uire

d t

imef

ram

es

Four

th q

uart

er fi

nanc

ial

rep

ort

sub

mit

ted

to

M

PSA

, D

PSA

and

N

atio

nal T

reas

ury

and

no

n-fin

anci

al r

epo

rt

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

and

N

atio

nal T

reas

ury

by

30

Ap

ril 2

018

Firs

t q

uart

er fi

nanc

ial

rep

ort

sub

mit

ted

to

M

PSA

, D

PSA

and

N

atio

nal T

reas

ury

and

no

n-fin

anci

al r

epo

rt

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

and

N

atio

nal T

reas

ury

by

31

July

201

8

Seco

nd q

uart

er fi

nanc

ial

rep

ort

sub

mit

ted

to

M

PSA

, D

PSA

and

N

atio

nal T

reas

ury

and

no

n-fin

anci

al r

epo

rt

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

and

N

atio

nal T

reas

ury

by

31

Oct

ob

er 2

018

Thi

rd q

uart

er fi

nanc

ial

rep

ort

sub

mit

ted

to

M

PSA

, D

PSA

and

N

atio

nal T

reas

ury

and

no

n-fin

anci

al r

epo

rt

sub

mit

ted

to

MP

SA,

DP

SA,

DP

ME

, an

d

Nat

iona

l Tre

asur

y b

y 31

Ja

nuar

y 20

19

1. 2

Per

cent

age

of

op

erat

iona

l bud

get

sp

ent

Ann

ually

97%

of

op

erat

iona

l b

udg

et s

pen

t ac

cord

ing

to

the

ann

ual p

roje

ctio

ns

--

-97

% o

f o

per

atio

nal

bud

get

sp

ent

acco

rdin

g

to t

he a

nnua

l pro

ject

ions

1. 3

Per

cent

age

of

inte

rnal

an

d e

xter

nal a

udit

re

com

men

dat

ions

im

ple

men

ted

Qua

rter

ly10

0% Im

ple

men

tati

on

of

inte

rnal

and

ext

erna

l au

dit

rec

om

men

dat

ions

-Im

ple

men

tati

on

rep

ort

d

evel

op

ed75

% im

ple

men

tati

on

of

reco

mm

end

atio

ns

by

30 J

anua

ry 2

019

and

p

rog

ress

rep

ort

d

evel

op

ed

100%

imp

lem

enta

tio

n o

f re

com

men

dat

ions

b

y 31

Mar

ch 2

019

and

p

rog

ress

rep

ort

d

evel

op

ed


Audited outcomeAdjusted

appropriationMedium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Strategic Management 2 068 4 335 3 698 3 817 4 060 4 353 4 657

Corporate Resource Management

7 345 5 949 9 583 8 718 9 166 10 016 10 634

Office of the Chief Financial Officer

892 3 060 4 628 6 140 6 165 6 617 7 062

Total 10 305 13 344 17 909 18 675 19 391 20 986 22 353




5 330 6 165 7 827 9 403 9 917 10 659 11 459


Social contributions 568 745 892 1 130 1 109 1 195 1 285



Advertising - 478 - 10 10 11 12

Minor Assets 36 140 205 68 153 71 76

Audit costs: External - 740 1 447 1 763 1 599 1 711 1 805


10 17 39 37 44 47 49


Computer services 347 584 745 669 852 885 934


- 142 597 355 340 399 421

Legal services (G&S) - - - - - -

Contractors 53 17 93 - - -

Agency and support/outsourced services

- - - - - -

Entertainment 29 - - - - -



33 182 184 194 198 205 216

Operating leases 2 366 2 277 2 791 3 402 4 000 4 332 4 570

Rental and hiring 73 - - - - -

Property payments - 80 431 609 307 323 341


1 089 - - - - -

Travel and subsistence 27 824 987 755 788 834 880


148 48 72 126 133 142 150


Venues and facilities 14 165 116 120 127 134 142

Transfers and subsidies 21 - 1 1 1 1 1

Departmental agencies and accounts

- - - 1 1 1 1

Foreign governments and international organisations

21 - - - - -

Households - - 1 - - - -

4.4. Reconciling performance targets with the Budget and MTEF: Programme 1 – Administration


Audited outcomeAdjusted

appropriationMedium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21


406 717 1 800 554 253 555 585


- - 806 - - - -


406 468 966 554 154 262 276


- 249 28 - 99 293 309


- - - - - -

Total 10 305 13 344 17 909 18 675 19 391 20 986 22 353

Performance and expenditure trends

The allocation to the Administration Programme amounts to 53.8% of the total organisational allocation over the medium term. The additional allocation indicated a 6.7% average growth rate for the period 2017/18 to 2020/21. This allocation includes an average amount of R4.7 million per annum for the leasing of office accommodation, and R1.7 million per annum towards the spending on the Auditor General’s audits.


5.

PR

OG

RA

MM

E 2

: PU

BLI

C S

EC

TOR

INN

OV

ATI

ON

This

pro

gra

mm

e d

rives

ser

vice

del

iver

y in

nova

tion

in t

he P

ublic

Sec

tor

in li

ne w

ith g

ove

rnm

ent

prio

ritie

s.

The

pro

gra

mm

e co

nsis

ts o

f thr

ee s

ub-p

rog

ram

mes

:

• R

esea

rch

and

Dev

elo

pm

ent

pro

vid

es a

kno

wle

dg

e b

ase

in s

upp

ort

of

the

pro

gra

mm

e an

d l

ead

s th

e in

vest

igat

ion

of

chal

leng

es a

nd s

ubse

que

nt

sele

ctio

n, d

evel

op

men

t, t

estin

g a

nd p

ilotin

g o

f po

tent

ial i

nno

vativ

e m

od

els

and

so

lutio

ns.

• So

luti

on

Sup

po

rt a

nd In

cub

atio

n fa

cilit

ates

the

incu

bat

ion,

dem

ons

trat

ion,

rep

licat

ion

and

mai

nstr

eam

ing

of i

nno

vativ

e so

lutio

ns fo

r the

pub

lic s

ecto

r.

• E

nab

ling

Env

iro

nmen

t nu

rtur

es a

nd s

usta

ins

an e

nab

ling

env

ironm

ent,

whi

ch e

ntre

nche

s th

e cu

lture

and

pra

ctic

e o

f in

nova

tion

in t

he p

ublic

sec

tor

thro

ugh

inno

vatio

n p

latf

orm

s an

d p

rod

ucts

.

5.1.

St

rate

gic

ob

ject

ive

annu

al t

arg

ets

for

2018

/19

Stra

teg

ic

Ob

ject

ive

Sub

-pro

gra

mm

e5

-Ye

ar s

trat

egic

ta

rget

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

Imp

rove

the

ef

fect

iven

ess

and

effi

cien

cy

of

pub

lic s

ecto

r se

rvic

e d

eliv

ery

Res

earc

h an

d

Dev

elo

pm

ent

Res

earc

h an

d

dev

elo

pm

ent

of

po

tent

ial

inno

vati

ve

mo

del

s an

d

solu

tio

ns

--

-R

esea

rch

and

D

evel

op

men

t o

f p

ote

ntia

l in

nova

tive

m

od

els

and

so

luti

ons

Res

earc

h an

d

Dev

elo

pm

ent

of

po

tent

ial

inno

vati

ve

mo

del

s an

d

solu

tio

ns

Res

earc

h an

d

Dev

elo

pm

ent

of

po

tent

ial

inno

vati

ve

mo

del

s an

d

solu

tio

ns

Res

earc

h an

d

Dev

elo

pm

ent

of

po

tent

ial

inno

vati

ve

mo

del

s an

d

solu

tio

ns

Solu

tio

n Su

pp

ort

and

In

cub

atio

n

Incu

bat

ion

of

inno

vati

ve

solu

tio

ns f

or

the

pub

lic s

ecto

r

--

-In

cub

atio

n o

f in

nova

tive

so

luti

ons

fo

r th

e p

ublic

sec

tor

Incu

bat

ion

of

inno

vati

ve

solu

tio

ns f

or

the

pub

lic s

ecto

r

Incu

bat

ion

of

inno

vati

ve

solu

tio

ns f

or

the

pub

lic s

ecto

r

Incu

bat

ion

of

inno

vati

ve

solu

tio

ns f

or

the

pub

lic s

ecto

r

Ena

blin

g

Env

iro

nmen

tN

urtu

ring

of

an e

nab

ling

en

viro

nmen

t fo

r in

nova

tio

n in

the

pub

lic

sect

or

--

-N

urtu

ring

of

an e

nab

ling

en

viro

nmen

t fo

r in

nova

tio

n in

the

pub

lic

sect

or

Nur

turi

ng o

f an

ena

blin

g

envi

ronm

ent

for

inno

vati

on

in t

he p

ublic

se

cto

r

Nur

turi

ng o

f an

ena

blin

g

envi

ronm

ent

for

inno

vati

on

in t

he p

ublic

se

cto

r

Nur

turi

ng o

f an

ena

blin

g

envi

ronm

ent

for

inno

vati

on

in t

he p

ublic

se

cto

r


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

Res

earc

h an

d

Dev

elo

pm

ent

of

po

tent

ial

inno

vati

ve

mo

del

s an

d

solu

tio

ns

2.1

Num

ber

of

spec

ific

serv

ice

del

iver

ych

alle

nges

inve

stig

ated

to d

eter

min

ero

ot

caus

esan

d p

oss

ible

solu

tio

ns

-T

hree

(3)

se

rvic

e d

eliv

ery

chal

leng

es

inve

stig

ated

, p

oss

ible

so

luti

ons

id

enti

fied

and

in

vest

igat

ive

rep

ort

dev

elo

ped

an

d a

pp

rove

d b

y th

e E

D:

• R

at in

fest

atio

n in

info

rmal

se

ttle

men

ts a

nd

stat

e fa

cilit

ies

such

as

pri

sons

• Lo

ng

que

ues

and

o

verc

row

din

g in

ho

spit

als

• W

aste

m

anag

emen

t in

ho

spit

als

Thr

ee (

3)

serv

ice

del

iver

y ch

alle

nges

in

vest

igat

ed,

po

ssib

le s

olu

tio

ns

iden

tifie

d f

or

two

o

f th

e ch

alle

nges

an

d in

vest

igat

ive

rep

ort

s w

ere

dev

elo

ped

and

ap

pro

ved

by

the

ED

:•

DT

I rep

ort

ing

an

d

per

form

ance

m

anag

emen

t o

f en

titi

es

inve

stig

ated

an

d p

ote

ntia

l so

luti

ons

id

enti

fied

• A

ntib

ioti

c re

sist

ance

in

the

heal

th

sect

or

inve

stig

ated

an

d p

ote

ntia

l so

luti

ons

id

enti

fied

• D

epar

tmen

t o

f H

om

e A

ffai

rs

Rep

ort

ing

To

ol

for

fro

nt li

ne

serv

ice

del

iver

y in

vest

igat

ed

Thr

ee (

3)se

rvic

e d

eliv

ery

chal

leng

esto

iden

tify

po

ssib

leso

luti

ons

in

vest

igat

ed

- -

-

5.2.

P

erfo

rman

ce in

dic

ato

rs a

nd a

nnua

l tar

get

s fo

r 20

18/1

9


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

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rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.2

Num

ber

of

inno

vati

ve

solu

tio

ns

dev

elo

ped

to

ad

dre

ss

serv

ice

del

iver

y ch

alle

nges

--

--

Two

(2)

in

nova

tive

so

luti

ons

d

evel

op

ed

Two

(2)

in

nova

tive

so

luti

ons

d

evel

op

ed

Two

(2)

in

nova

tive

so

luti

ons

d

evel

op

ed

2.3

Rev

ised

P

ock

et G

uid

eto

Inno

vati

on

in t

he S

out

hA

fric

anP

ublic

Sec

tor

dis

sem

inat

ed

--

--

Po

cket

Gui

de

toIn

nova

tio

n in

the

Sout

h A

fric

anP

ublic

Sec

tor

revi

sed

Rev

ised

Po

cket

G

uid

e to

Inno

vati

on

in t

heSo

uth

Afr

ican

Pub

lic S

ecto

rd

isse

min

ated

Rev

ised

Po

cket

G

uid

e to

Inno

vati

on

in t

heSo

uth

Afr

ican

Pub

lic S

ecto

rd

isse

min

ated

Incu

bat

ion

of

inno

vati

veso

luti

ons

fo

rth

e p

ublic

sect

or

2.4

Num

ber

of

inno

vati

vese

rvic

e d

eliv

ery

solu

tio

nin

itia

ted

fo

rp

iloti

ng w

ith

serv

ice

ow

ners

ove

r a

sho

rt-

term

per

iod

-T

he M

emez

aC

om

mun

ity

Ala

rm s

olu

tio

nth

at w

asd

evel

op

edin

201

4/15

thro

ugh

The

Inno

vati

on

Hub

was

iden

tifie

d f

or

pilo

ting

in t

he20

15/1

6 fin

anci

alye

ar.

A f

urth

er56

0 un

its

wer

ein

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led

wit

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riva

te S

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ort

One

(1)

pilo

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ct in

itia

ted

in 2

015/

16 t

o

add

ress

ser

vice

d

eliv

ery

chal

leng

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was

co

mp

lete

d

The

fina

l rep

ort

on

the

Mem

eza

Co

mm

unit

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larm

so

luti

on

pro

ject

was

su

bm

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d,

the

out

com

e ha

sin

form

ed t

hep

lann

ing

fo

r fu

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plic

atio

no

f th

e p

roje

ct

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(1)

pilo

t p

roje

ctin

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ted

in20

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7 to

add

ress

ser

vice

del

iver

ych

alle

nges

co

mp

lete

d

- -

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--

One

(1)

new

pilo

t p

roje

ct,

the

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lth

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or

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vati

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pro

ject

fo

r B

erth

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xow

a H

osp

ital

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as in

itia

ted

to a

dd

ress

serv

ice

del

iver

ych

alle

nges

At

leas

to

ne (

1) n

ewp

ilot

pro

ject

init

iate

d t

oad

dre

ss s

ervi

ced

eliv

ery

chal

leng

es

- -

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

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rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

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ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.5

Num

ber

of

inno

vati

vese

rvic

e d

eliv

ery

solu

tio

nin

itia

ted

fo

rp

iloti

ng w

ith

serv

ice

ow

ners

ove

r a

mul

tiye

arp

erio

d

-E

nerg

y E

ffici

ency

Pilo

t P

roje

ctin

itia

ted

at

Hel

enJo

sep

h H

osp

ital

to a

dd

ress

hig

hco

st o

f en

erg

y in

st

ate

hosp

ital

s

The

CP

SIco

ntin

ued

the

mo

nito

ring

of

ener

gy

pat

tern

so

f th

e ho

spit

alin

par

tner

ship

wit

h th

e ho

spit

alm

anag

emen

tan

d t

he G

aute

ngD

epar

tmen

t o

fIn

fras

truc

ture

Dev

elo

pm

ent.

Thi

s lo

ng-t

erm

pro

ject

sel

ecti

vely

intr

od

uce

tech

nica

l and

beh

avio

ural

inte

rven

tio

nsto

red

uce

the

ener

gy

cons

ump

tio

n o

fth

e ho

spit

al

One

(1)

pilo

ted

pro

ject

init

iate

d in

2015

/16

toad

dre

ss s

ervi

ced

eliv

ery

chal

leng

es

final

ised

.

- -

-

--

-A

t le

ast

one

(1)

new

pilo

t p

roje

ctin

itia

ted

to

add

ress

ser

vice

del

iver

ych

alle

nges

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

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ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.5

Num

ber

of

inno

vati

vese

rvic

e d

eliv

ery

solu

tio

nin

itia

ted

fo

rp

iloti

ng w

ith

serv

ice

ow

ners

ove

r a

mul

tiye

arp

erio

d

-E

nerg

y E

ffici

ency

Pilo

t P

roje

ctin

itia

ted

at

Hel

enJo

sep

h H

osp

ital

to a

dd

ress

hig

hco

st o

f en

erg

y in

st

ate

hosp

ital

s

The

CP

SIco

ntin

ued

the

mo

nito

ring

of

ener

gy

pat

tern

so

f th

e ho

spit

alin

par

tner

ship

wit

h th

e ho

spit

alm

anag

emen

tan

d t

he G

aute

ngD

epar

tmen

t o

fIn

fras

truc

ture

Dev

elo

pm

ent.

Thi

s lo

ng-t

erm

pro

ject

sel

ecti

vely

intr

od

uce

tech

nica

l and

beh

avio

ural

inte

rven

tio

nsto

red

uce

the

ener

gy

cons

ump

tio

n o

fth

e ho

spit

al

One

(1)

pilo

ted

pro

ject

init

iate

d in

2015

/16

toad

dre

ss s

ervi

ced

eliv

ery

chal

leng

es

final

ised

.

- -

-

--

-A

t le

ast

one

(1)

new

pilo

t p

roje

ctin

itia

ted

to

add

ress

ser

vice

del

iver

ych

alle

nges

--

-

5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.6

Num

ber

of

inno

vati

ve

solu

tio

ns

faci

litat

ed f

or

rep

licat

ion

-Tw

o (

2) C

PSI

aw

ard

w

inni

ng p

roje

cts

wer

e id

enti

fied

, fa

cilit

ated

and

su

pp

ort

ed f

or

rep

licat

ions

:•

Rep

licat

ion

of

the

Savi

ng

Blo

od

, Sa

ving

liv

es p

roje

cts

was

fa

cilit

ated

and

in

itia

ted

at

Ber

tha

Gxo

wa

Ho

spit

al;

• D

iete

tics

pro

ject

w

as f

acili

tate

d

for

rep

licat

ion

of

Mo

kop

ane

Ho

spit

al in

th

e W

ater

ber

g

Dis

tric

t

Two

(2)

CP

SI a

war

d

win

ning

pro

ject

s w

ere

faci

litat

ed f

or

rep

licat

ion:

• Sa

ving

Blo

od

, Sa

ving

Liv

es w

as

rep

licat

ed a

t Fa

r E

ast,

Tem

bis

a an

d L

arat

ong

H

osp

ital

s;•

Hig

h Vo

lum

e C

atar

act

pro

ject

w

as r

eplic

ated

ate

B

heki

Mla

ngen

i H

osp

ital

Two

(2)

CP

SI a

war

d

win

ning

and

/or

oth

er

inno

vati

on

pro

ject

s id

enti

fied

, fa

cilit

ated

and

sup

po

rted

fo

r re

plic

atio

n

Two

(2)

CP

SI a

war

d

win

ning

and

/or

oth

er in

nova

tio

n so

luti

ons

fac

ilita

ted

fo

r re

plic

atio

n

Two

(2)

CP

SI a

war

d

win

ning

and

/or

oth

er in

nova

tio

n so

luti

ons

fa

cilit

ated

fo

r re

plic

atio

n

Two

(2)

CP

SI a

war

d

win

ning

and

/or

oth

er in

nova

tio

n so

luti

ons

fa

cilit

ated

fo

r re

plic

atio

n

2.7

Num

ber

of

pub

lic s

ecto

r o

ffici

als

and

o

ther

par

tner

s ca

pac

itat

ed

on

inno

vati

on

too

ls,

pro

cess

es a

nd

app

roac

hes

thro

ugh

the

MM

IC

-A

to

tal o

f 33

3 p

ublic

sec

tor

offi

cial

s an

d o

ther

p

artn

ers

visi

ted

an

d u

sed

the

M

MIC

. T

he v

isit

ors

in

clud

ed a

mo

ngst

o

ther

s, C

ity

of

Tshw

ane,

NSG

, C

ity

of

Joha

nnes

bur

g,

Tech

nolo

gy

Inno

vati

on

Ag

ency

, C

ivili

an S

ecre

tari

at

of

Po

lice,

The

U

ND

P, S

AH

RC

, SA

LGA

A t

ota

l of

165

pub

lic s

ecto

r o

ffici

als

and

o

ther

par

tner

s vi

site

d a

nd u

sed

th

e M

MIC

. T

he

incl

uded

am

ong

st

oth

ers,

SA

DC

-U

NPA

N d

eleg

ates

, M

emb

ers

of

the

Po

rtfo

lio

Co

mm

itte

e o

n P

ublic

Ser

vice

and

A

dm

inis

trat

ion

and

the

Offi

ce o

f th

e P

ublic

Ser

vice

C

om

mis

sio

n

At

leas

t 50

pub

lic

sect

or

offi

cial

s an

do

ther

par

tner

s ac

cess

ed t

he M

MIC

330

Pub

lic s

ecto

r o

ffici

als

and

o

ther

par

tner

s ca

pac

itat

ed

330

Pub

lic s

ecto

r o

ffici

als

and

o

ther

par

tner

s ca

pac

itat

ed

330

Pub

lic s

ecto

r o

ffici

als

and

o

ther

par

tner

s ca

pac

itat

ed


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

Nur

ture

s an

ena

blin

g

envi

ronm

ent

for

inno

vati

on

in t

he p

ublic

se

cto

r

2.8

Num

ber

of

final

ist

inno

vati

on

pro

ject

s o

rp

rog

ram

mes

reco

gni

sed

thro

ugh

the

Ann

ual C

PSI

Pub

lic S

ecto

rIn

nova

tio

nA

war

ds

Pro

gra

mm

eto

enc

our

age

and

pro

mo

tein

nova

tio

nin

the

pub

lic

sect

or

-E

ntri

es w

ere

rece

ived

to

the

13th

CP

SI P

ublic

Sect

or

Inno

vati

on

Aw

ard

s. F

our

(4)

inno

vati

vep

roje

cts

per

cate

go

ry w

ere

iden

tifie

d a

ndre

cog

nise

d a

tth

e A

war

ds

Cer

emo

ny h

eld

in O

cto

ber

. A

tota

l of

20 P

ublic

Sect

or

Inno

vati

veSo

luti

ons

(incl

udin

g a

Min

iste

rial

awar

d)

wer

eaw

ard

ed

Ent

ries

wer

ere

ceiv

ed t

o t

he14

th C

PSI

Pub

licSe

cto

r In

nova

tio

nA

war

ds.

Six

teen

pro

ject

s (f

our

per

cat

ego

ry)

wer

e re

cog

nise

dan

d a

war

ded

fo

rth

eir

inno

vati

veso

luti

ons

to

imp

rove

ser

vice

del

iver

y at

the

Aw

ard

sC

erem

ony

hel

d in

Oct

ob

er 2

016

At

leas

t fo

ur(4

) p

roje

cts

per

cat

ego

ryid

enti

fied

and

reco

gni

sed

thro

ugh

the

CP

SI a

war

ds

pro

gra

mm

e

--

-

2.9

Kno

wle

dg

e o

np

ublic

ser

vice

inno

vati

ons

shar

ed a

ndex

chan

ged

thro

ugh

the

Ann

ual

Pub

lic S

ecto

rIn

nova

tio

nC

onf

eren

ceto

enc

our

age

lear

ning

and

rep

licat

ion

-T

he A

nnua

lP

ublic

Sec

tor

Inno

vati

on

Co

nfer

ence

was

host

ed in

Aug

ust

2015

att

end

edb

y m

ore

tha

n 35

0d

eleg

ates

.Fi

ve In

nova

tive

case

stu

die

sw

ere

pre

sent

edA

Min

iste

rial

Ro

und

tab

lefo

llow

ed b

y a

pan

el o

f ex

per

ts’

dis

cuss

ion

was

held

The

Ann

ual P

ublic

Sect

or

Inno

vati

on

Co

nfer

ence

was

host

ed in

Aug

ust

2016

whe

re fi

veIn

nova

tive

cas

est

udie

s w

ere

pre

sent

edT

he C

onf

eren

cew

as a

tten

ded

by

the

Min

iste

r fo

r th

eP

ublic

Ser

vice

and

Ad

min

istr

atio

n an

dth

e M

inis

ter

for

Tele

com

mun

icat

ions

and

Po

stal

Ser

vice

sR

epre

sent

ativ

es f

rom

the

Peo

ple

’s R

epub

lico

f C

hina

and

Nam

ibia

wer

e am

ong

st t

hed

eleg

ates

.A

Min

iste

rial

Ro

und

tab

le f

ollo

wed

by

a p

anel

of

exp

erts

’d

iscu

ssio

n w

as h

eld

Ho

st t

hean

nual

Pub

lic S

ecto

rIn

nova

tio

nC

onf

eren

ceas

a p

latf

orm

to e

ntre

nch

inno

vati

on

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.10

Num

ber

of

trai

ning

sess

ions

on

“Lea

din

gIn

nova

tio

nin

the

Pub

licSe

rvic

e”he

ld t

o b

uild

inno

vati

on

cap

acit

y in

the

pub

lic s

ervi

ce

-Tw

o (

2)w

ork

sho

ps

wer

ehe

ld,

one

inA

ugus

t at

tend

edb

y 31

del

egat

esan

d t

he s

eco

ndo

ne in

Oct

ob

erat

tend

ed b

y 27

del

egat

es

Four

(4)

sec

tor

spec

ific

wo

rksh

op

so

n Le

adin

gIn

nova

tio

n in

the

Pub

lic S

ervi

cew

ere

cond

ucte

din

3 p

rovi

nces

(KZ

N,

Lim

po

po

and

Mp

umal

ang

a)fo

r ho

spit

al

CE

Os,

Clin

ical

Man

ager

san

d o

ther

Hea

lth

Offi

cial

sT

he w

ork

sho

ps

wer

e at

tend

ed b

y13

0 ho

spit

al

CE

Os

and

oth

er o

ffici

als

Four

(4)

trai

ning

sess

ions

on

“Lea

din

gIn

nova

tio

nin

the

Pub

licSe

rvic

e” h

eld

and

att

end

edb

y p

ublic

offi

cial

s

--

-

2.11

Num

ber

of

cont

ent

item

so

n in

nova

tio

n,p

ublic

adm

inis

trat

ion

and

fina

nce,

uplo

aded

ont

oth

e U

NPA

NP

ort

al a

s th

eSA

DC

Onl

ine

Reg

iona

lC

entr

e fo

rsh

arin

g t

ost

reng

then

pub

licad

min

istr

atio

nan

d g

oo

dg

ove

rnan

cein

itia

tive

s

-T

he C

PSI

uplo

aded

149

7d

ocu

men

ts t

o t

heU

NPA

N P

ort

al.

The

se in

clud

e10

46 p

ublic

adm

inis

trat

ion

and

inno

vati

vene

ws

item

s, 1

56ev

ents

; 285

pub

licad

min

istr

atio

nan

d in

nova

tive

do

cum

ents

(i.e

.p

rese

ntat

ions

,jo

urna

ls a

ndre

po

rts)

and

10

No

tice

s. C

ont

ent

was

so

licit

edfr

om

SA

DC

par

tici

pan

ts

The

CP

SIup

load

ed 1

331

cont

ent

item

s to

the

UN

PAN

P

ort

al.

The

se in

clud

e10

65 p

ublic

adm

inis

trat

ion

and

inno

vati

vene

ws

item

s, 1

06ev

ents

; 152

pub

licad

min

istr

atio

nan

d in

nova

tive

do

cum

ents

(i.e

.p

rese

ntat

ions

,jo

urna

ls a

ndre

po

rts)

and

8N

oti

ces

Up

load

130

0co

nten

t it

ems

on

inno

vati

on,

pub

licad

min

istr

atio

nan

d fi

nanc

eo

nto

the

UN

PAN

Po

rtal

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.12

(A)

UN

PAN

SA

DC

reg

iona

lw

ork

sho

pho

sted

to

shar

e an

dp

rofil

e SA

DC

’sco

nten

tco

ntri

but

ion

to t

he U

NPA

NP

ort

al

-T

he U

NPA

NSA

DC

Reg

iona

lW

ork

sho

pw

as h

ost

ed in

June

201

5 in

Joha

nnes

bur

gan

d a

tten

ded

by

rep

rese

ntat

ives

fro

m 1

0 SA

DC

coun

trie

s:M

alaw

i, T

heD

RC

, Se

yche

lles,

Leso

tho

,Ta

nzan

ia,

Nam

ibia

,M

oza

mb

ique

,M

auri

tius

,B

ots

wan

a an

dSw

azila

nd

The

UN

PAN

SA

DC

reg

iona

l w

ork

sho

pw

as h

eld

on

8an

d 9

Jun

e 20

16an

d a

tten

ded

by

rep

rese

ntat

ives

fro

m 1

0 SA

DC

coun

trie

s:Ta

nzan

ia,

Seyc

helle

s,N

amib

ia,

Mo

zam

biq

ue,

Mau

riti

us,

Mal

awi,

Leso

tho

, Z

amb

iaB

ots

wan

a an

dZ

imb

abw

eT

he w

ork

sho

pw

as a

lso

att

end

edb

y th

e SA

-UN

DP

coun

try

offi

ce a

ndth

e St

atis

tici

an-

Gen

eral

Ho

st a

UN

PAN

SAD

C r

egio

nal

wo

rksh

op

atte

nded

by

rep

rese

ntat

ives

fro

m S

AD

Cco

untr

ies

--

-

2.13

Num

ber

of

Sout

h A

fric

anin

nova

tio

np

roje

cts

sup

po

rted

to e

nter

into

Inte

rnat

iona

lA

war

ds

Pro

gra

mm

esfo

r sh

arin

g

and

pro

filin

g

-E

ight

(8)

CP

SIP

ublic

Sec

tor

Inno

vati

on

Aw

ard

s fin

alis

tsin

nova

tio

np

roje

cts

wer

een

tere

d in

toth

e A

APA

MIn

nova

tive

Man

agem

ent

Aw

ard

sO

ne o

f th

een

tere

d p

roje

cts,

Mo

mC

onn

ect,

w

as a

war

ded

Silv

er

Eig

ht (

8) C

PSI

Pub

lic S

ecto

rIn

nova

tio

n A

war

ds

final

ist

inno

vati

on

pro

ject

s w

ere

ente

red

into

the

All

Afr

ica

Pub

lic S

ecto

rIn

nova

tio

n A

war

ds

Pro

gra

mm

e

Ent

er a

t le

ast

eig

ht (

8)So

uth

Afr

ican

pub

lic s

ervi

cein

nova

tio

np

roje

cts

into

Inte

rnat

iona

lA

war

ds

Pro

gra

mm

es

--

-


5 -

Year

st

rate

gic

ta

rget

Ind

icat

or

ID

Pro

gra

mm

e p

erfo

rman

ce

ind

icat

or

Aud

ited

/ A

ctua

l p

erfo

rman

ceE

stim

ated

p

erfo

rman

ceM

ediu

m-t

erm

tar

get

s

20

14

/15

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

20

20

/21

2.14

Num

ber

of

kno

wle

dg

e p

latf

orm

s ho

sted

to

un

eart

h,

dem

ons

trat

e,

shar

e,

enco

urag

e an

d a

war

d

inno

vati

on

in t

he p

ublic

se

cto

r

--

--

Six

(6)

kno

wle

dg

e p

latf

orm

s ho

sted

to

une

arth

, d

emo

nstr

ate,

sh

are,

enc

our

age

and

aw

ard

in

nova

tio

n in

the

p

ublic

sec

tor

Six

(6)

kno

wle

dg

e p

latf

orm

s ho

sted

to

une

arth

, d

emo

nstr

ate,

sh

are,

enc

our

age

and

aw

ard

in

nova

tio

n in

the

p

ublic

sec

tor

Six

(6)

kno

wle

dg

e p

latf

orm

s ho

sted

to

une

arth

, d

emo

nstr

ate,

sh

are,

enc

our

age

and

aw

ard

in

nova

tio

n in

the

p

ublic

sec

tor

2.15

Num

ber

of

edit

ions

of

“Id

eas

that

W

ork

”: T

he

Sout

h A

fric

an

Pub

lic S

ecto

r In

nova

tio

n Jo

urna

l p

ublis

hed

to

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Medium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Subprogrammes

Research and Development

1 912 2 644 2 493 3 682 3 899 4 148 4 443

Solution Support and Incubation

2 190 3 809 3 420 3 347 4 915 4 196 4 488

Enabling Environment 8 146 8 258 7 585 8 351 8 825 9 107 9 685

Total 12 248 14 711 13 498 15 380 16 639 17 451 18 616




6 258 8 004 7 766 8 957 9 508 10 243 11 011


Social contributions 667 915 874 922 917 986 1 060



Advertising 191 575 146 166 334 346 365

Minor Assets - - 17 19 19 21 23


75 59 109 72 74 79 83


Computer services 331 86 4 269 276 287 302


210 - - 110 372 397 419

Contractors 1 045 1 183 899 1 092 1 105 923 974

Entertainment - - - - - -



36 61 165 147 168 147 154

Property payments - 189 - - - -

Travel and subsistence 2 226 1 692 1 768 1 933 2 098 2 203 2 324


52 37 140 93 98 106 112



Property payments - - - - - -


- - - - - -

Travel and subsistence - 38 479 36 - - -


Operating payments - 38 311 36 - - -


Transfers and subsidies - - - - - -

Households - - - - - -


- 38 479 - - - -



- 38 311 - - - -

5.4 Reconciling performance targets with the Budget and MTEF: Programme 2



Medium-term

Rand Thousand 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Transport equipment - - - - - -


- - 168 - - -


1 - - - - -

Total 12 248 14 711 13 498 15 380 16 639 17 451 18 616

Performance and expenditure trends

The Public Sector Innovation Programme shows a steady average growth rate of 5.2% over the medium term. The main cost driver of this programme remains compensation of employees at an average rate of 57.1% of the total allocation of this programme. The personnel numbers remain consistent at 12 employees. Four employees are appointed and funded from donor funding within this programme.


PART C: LINKS TO OTHER PLANS


PART C: LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

1. Links to the long-term infrastructure and other capital plans

The CPSI does not have any infrastructure and other capital projects planned for over the medium term.

2. Conditional grants

The CPSI does not have any Conditional grants.

3. Public entities

The CPSI has no oversight role over a public entity.

4. Public-private partnerships

The CPSI does not participate in any public private partnership projects.


ANNEXURE ATECHNICAL INDICATOR DESCRIPTIONS


TECHNICAL INDICATOR DESCRIPTIONS FOR STRATEGIC OBJECTIVES

Strategic Objective 1 Effective Corporate Governance

Short definition The strategic objective measures good governance in the administration of the CPSI through the achievement of an unqualified audit opinion/ outcome as a result of compliance with the PFMA, Treasury Regulations and other applicable prescripts in the use of department’s resources as well as the development and reporting of financial statements and performance information.

An unqualified audit outcome will be achieved through ensuring that the Annual Financial Statements (AFS) of the organisation are accurate and fairly present the financial position of the organisation.

Purpose/importance The Strategic Objective tracks the audit outcome of the CPSI to ensure good governance and administration by fully implementing audit findings and quality assurance systems as well as complying with the applicable legislation and prescripts to achieve and sustain an unqualified audit outcome.

Source/collection of data Auditor-General of South Africa (AGSA) final audit report

Method of calculation None

Data limitations None

Type of indicator Output

Calculation type Non-cumulative

Reporting cycle Annually

New indicator Yes

Desired performance Unqualified Audit Outcome achieved

Indicator responsibility OCFO

Strategic Objective 2 Improve the effectiveness and efficiency of public sector service delivery

Short definition The culture and practice of innovation entrenched in the public sector through effective and efficient innovative solutions to improve service delivery

Nurturing refers to promoting a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms by promotion of innovation through engagements with stakeholders through programmes, platforms and products (i.e. “Ideas that Work”: The South African Public Sector Innovation Journal, Public Sector Innovation Conferences, Public Sector Innovation Awards Programme, Multi-media Innovation Centre)

Improve the effectiveness and efficiency of public sector service delivery through introducing and demonstrating the viability of innovative service delivery solutions and manage and sustain an innovation knowledge sharing and capacity building programme

Purpose/importance Innovation is a key success factor in achieving the National Development Plan’s vision of building a capable and developmental state. Through the research and development of potential innovative models and solutions; the incubation of innovative solutions for the public sector and the nurturing of an enabling environment for innovation in the public sector, key outcomes of Government’s 2014-2019 Medium Term Strategic Framework are supported and performance enhanced, including:

Outcome 1: Access to quality Basic Education Outcome 2: Health Access

Outcome 3: Reduction of Crime

Outcome 11: Creating a better South Africa and contributing to a better and safer Africa in a better world

Outcome 12: Effectiveness, efficiency, development oriented public service


Strategic Objective 2 Improve the effectiveness and efficiency of public sector service delivery

Source/collection of data Investigation/ Research reports; Minutes of engagements

Project plans

Project reports of innovative solutions being facilitated for replications

Attendance registers

Publications and reports

Conference programme

Awards call for entries

UNPAN uploads

Method of calculation None





New indicator Yes

Desired performance Research and development conducted, pilot and replication projects initiated and concluded, functional and growing knowledge platforms and products.

Indicator responsibility Programme 2

Indictor Title 1.1 Number of quarterly consolidated financial and non-financial reports free from material misstatements, submitted to MPSA, DPSA, DPME and National Treasury as per required timeframes

Short definition To monitor and report on the performance plans in line with the organisation’s strategic priorities and statutory reporting requirements

Purpose/importance Compliance to statutory reporting requirements to report on the organisation's performance

Source/collection of data Financial Reports submitted to MPSA, DPSA and National Treasury (in hard or electronic format)

Non-Financial Reports submitted to MPSA, DPSA, DPME and National Treasury (in hard or electronic format)

Method of calculation Proof of submission of reports to MPSA, DPME and the National Treasury


Type of indicator Effective Integrated reporting

Calculation type Cumulative

Reporting cycle Quarterly

New indicator Amended

Desired performance Quarterly performance reports submitted to the MPSA, DPSA, DPME and the National Treasury within 30 days from the end of each quarter

Indicator responsibility Strategic Management

PROGRAMME PERFORMANCE TECHNICAL INDICATOR DESCRIPTIONS

PROGRAMME 1: ADMINISTRATION


Indictor Title 1.2 Percentage of operational budget spent

Short definition Percentage of budget spent against the operational budget allocation. Operational budget means the final appropriation to the economic classifications on goods and services, transfers and subsidies; and the payments for capital assets.

Purpose/importance To assess the institutions capacity to spend against the planned budget.

Source/collection of data IYM and Annual Report

Method of calculation Amount of budget spent over allocated operational budget*100

Data limitations Challenges with real-time data

Type of indicator Quantitative

Calculation type Cumulative (year to date)


New indicator New indicator

Desired performance Spend 100% of the operational budget according to the plan


Indictor Title 1.3 Percentage of internal and external audit recommendations implemented

Short definition Internal and External audit financial and non-financial information against Statutory requirements and produces reports with recommendations. The indicator measures the number of External audit recommendations implemented against total recommendations

Purpose/importance To ensure sound governance

Source/collection of data Internal and external audit reports

Method of calculation Number of Internal and External audit recommendations implemented over total recommendations*100


Type of indicator Quantitative

Calculation type Non-Cumulative


New indicator New indicator

Desired performance 100% implementation of Internal and External audit recommendation


Indicator Title 2.1 Number of innovative solutions developed to address service delivery challenges

Short definition The analysis of service delivery challenges to identify their root causes and conducting desktop research or using available platforms and programmes to find solutions related to the challenges.

Piloting means the testing and implementation of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, and identify risks and unintended consequences for potential mainstreaming by the appropriate service delivery institution/sector.

Development means creating a solution related to a challenge(s) where a solution does not exist or where potential solutions may not be sufficient or where there is a need to explore a broader range of potential solutions.

Purpose/importance Due to the complexities around meeting the citizens’ needs and demands there is a need for continuous modernisation of the machinery of service delivery in the context of public sector transformation. Innovation is a critical element of the process of modernisation which has to be brokered and de-mystified for public servants to understand and embrace as a solution to their challenges. Furthermore in order to reduce risk, all innovative solutions have to be first tested in service delivery environments.

Source/collection of data Project reports

Method of calculation Simple Count





New indicator Yes

Desired performance Two (2) innovative solutions developed

PROGRAMME 2: PUBLIC SECTOR INNOVATION


Indicator Title 2.2 Revised Pocket Guide to Innovation in the South African Public Sector Disseminated

Short definition Number of innovative solutions developed to address service delivery challenges

Purpose/importance Public Sector Innovation is a fast growing discipline and new tools and approaches are continuously being developed by a growing global network of innovation labs and centres. The previous guide is now 10 years old and requires an update, based on a revised strategy that leverage insights gained in the last 10 years.

Source/collection of data Revised Pocket Guide

Method of calculation Proof of submission of Revised Pocket Guide to ED




Reporting cycle Bi-annually

New indicator Yes

Desired performance One Revised Pocket Guide revised

Indicator responsibility Research and Development

Indicator Title 2.3 Number of innovative solutions facilitated for replication

Short definition Identifying solutions in prioritised sectors for possible replication and facilitate the implementation of the project.

Facilitation of replication refers to identification and selection of potential replicable solutions from programmes and platforms, identification, linking and engagements with relevant stakeholders, managing projects, resource mobilisation, leadership buy-in and sponsorship and support the implementing institution.

Purpose/importance Due to the complexities around meeting the citizens’ needs and demands there is a need for continuous modernisation of the machinery of service delivery in the context of public sector transformation. Innovation is a critical element of the process of modernisation which has to be brokered and de-mystified for public servants to understand and embrace as a solution to their challenges. To avoid wasting resources it is necessary to replicate tried and tested innovative solutions

Source/collection of data Project reports

Method of calculation Simple count


Type of indicator Outputs




Desired performance Facilitate or support two (2) CPSI award winning and/or other innovation projects for replication

Indicator responsibility Solution Support and Incubation


Indicator Title 2.4 Number of public sector officials and other partners capacitated on innovation tools, processes and approaches through the MMIC

Short definition The number of people visiting the MMIC, including virtual/mobile MMIC for learning, demonstration of public sector innovations and planning purposes. This includes taking the tour of the MMIC and sharing of good practices and presentation by CPSI officials.

To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges

Purpose/importance To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery improvement and providing opportunities to interrogate challenges and finding solutions.

Source/collection of data Attendance registers of visitors to the MMIC including those from virtual and Mobile MMIC



Type of indicator Outputs




Desired performance At least 330 officials and other partners access the MMIC

Indicator responsibility Solution Support and Incubation

Indicator Title 2.5 Number of knowledge platforms hosted to unearth, demonstrate, share, encourage and award innovation in the public sector

Short definition Bringing together delegates with possible representation from all spheres of government, NGOs and private sector to engage on public sector innovation

Purpose/importance Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices

Source/collection of data Number of public service innovations shared and exchanged through an annual conference, Conference Programme

Final Adjudicated projects, Awards Ceremony Programme, photos taken at the Awards Ceremony

Workshop Programme and attendance registers







Desired performance Six (6) knowledge platforms hosted to unearth, demonstrate, share, encourage and award innovation in the public sector

Indicator responsibility Enabling Environment


Indicator Title 2.6 Number of editions of “Ideas that Work” : The South African Public Sector Innovation Journal published to encourage learning

Short definition Published Soliciting of content for layout, design and posting on the CPSI website of 2 issues of “Ideas that Work”: The South African Public Sector Innovation Journal.

Purpose/importance Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices

Source/collection of data Published Editions of “Ideas that Work”: The South African Public Sector Innovation Journal






New indicator No

Desired performance Two editions published


Indicator Title 2.7 Number of SADC or international programmes participated in to profile and strengthennational and regional capacity

Short definition Participation in SADC or international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiative

Participation refers to partnering with local and international institutions (i.e. UN, CAPAM, AU, and AAPAM), it further refers to the contribution to knowledge repositories and attending the official meetings and activities

Purpose/importance Global sharing of innovative practices to address similar service delivery challenges, avoiding reinventing the wheel, learning amongst countries becomes imperative.South Africa is a member state of UN and AU and thus has to participate. CPSI is part of the global innovation community.

Source/collection of data Number of regional or international innovation programmes participated in







Desired performance Participate in at least two (2) SADC or International innovation programmes



NOTES


CONTACT DETAILSCorporate 66 Off ice Park

Corner Von Wil l igh and Lenchen Street Centur ion Pretor ia South Afr ica

TELEPHONE NUMBER/S:+27 12 683 2800 / +27 860000 CPSI (2774)

FAX NUMBER:+27 12 643 0943

EMAIL ADDRESS:info@cpsi .co.za

WEBSITE ADDRESS:www.cpsi .co.za

RP67/2018ISBN: 978-0-621-46161-9

2018/19 annual - cpsi · cpsi has in transforming the psyche and work ethic of the public service...

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