integrated provincial support programme presentation to select committee, ncop 8 june 2004

Integrated Provincial Support Programme

Presentation to Select Committee, NCOP

8 June 2004

Presenters

• Marcel Wilson (DPSA)

Office of the National Coordinator, IPSP

• Thuli Radebe (DPSA)

Learning and Knowledge Management

• Mashupye Matlala (Limpopo Province)

Provincial Coordinator, IPSP

Introduction

• Government has to deal with challenges of building capable institutions to improve service delivery

• Need institutions to have appropriate systems, processes, HR skills, culture,etc.

• Good examples of progress may exist, but more needs to be done

• The IPSP partnership came about in 2000 to assist provinces on these matters.

What is the IPSP? (1)

• Programme/partnership to support provinces to improve service delivery and achieve the PGDS

• Five provinces on board at this stage: Eastern Cape, Limpopo, Mpumalanga, Free State and KZN


• The Programme ensures:– Promotion of learning and knowledge

management– Achievement of donor co-ordination– Strategic targeting of projects to optimise

impact– Institutionalisation of projects to achieve

sustainability– Piloting of new initiatives


• Programme memorandum designed with DPSA playing a co-ordination role

• Management structure in place including national and provincial spheres

• Provinces develop own priorities and projects within the framework of six outputs

Output 1: Improve ability of the centre of provincial government to co-ordinate and

manage pro-poor policies and development• Implementation of PM systems – significant

progress in three provinces (100% implementation in Limpopo and FS and 80% in Mpumalanga). Overall improvement in service delivery as employees are monitored and assessed.

• Functional PGDSs – reviewed in 5 provinces and functional in three. Informing and guiding service delivery intervention programmes in the provinces.

• Back office support – Updating of HR records took place and eradication of leave backlogs

Output 2: Improved resource utilisation and enhanced accessibility

of basic services for the poor

Electronic File Management Project• Poor filing system resulted in diversion of

resources (time, money, staff) to fighting legal battles over nonpayment of Social Grants

• Paper-based files were held in decentralised offices, frequently got lost ‘in the system’

Output 2: Improved resource utilisation and enhanced accessibility of basic

services for the poor (cont…)

• In the end, 1.8million files from 32 district offices captured on electronic system

• Turn-around time for processing of grant queries was reduced from 3 months to approximately 2 working days

• Legal actions declined to almost zero• Fraud cases identified and prosecuted


services for the poor

Poverty alleviation through the Child Support Grant (CSG)

• Stats SA estimated 780 000 eligible children in EC of which 200 000 already registered

• Critical need to address backlog• Collaboration between Dept’s of Health, Social

Development and Home Affairs


services for the poor (cont…)

• 5 areas chosen based on problems of access: Lusikisiki, Mount Frere, Umtata, Butterworth and Engcobo

• Vehicles were acquired and equipped with photostat machines, computers, etc

• 198 000 transactions completed and eligible applicants registered within 4 weeks

Output 3 : Improved capacity to

restructure state assets

Zebediela Citrus Farm• Run-down, state-owned citrus farm with

negligible annual production.• Strategic partner provided capital and expertise

during lease period, provided extensive training and development among current workforce.

Output 3 : Improved capacity to restructure state assets (cont…)

Results:

• Financial position has improved, workers scheduled to get productivity bonuses

• Total production increase from 9000 to 20 000 tons, much was exported

• 30 youths trained and working as SMME’s providing bags to the citrus farm.


Grass Weaving Project• Project involved provision of technical business

related skills to establish a sustainable grass-weaving factory producing products of a high quality for the interior decorating market.

• Marketing initiatives completed• Interior decorating firms have shown keen

interest.


• On average, orders to the value of R75 000 being processed per week.

• Early in February, a further contract was signed to supply 1500m2/month to a particular interior decorating firm

Output 4 : Improved transparency and accountability by the centre of Provincial Government in the delivery of services to

citizens

• Limpopo drafted citizens report which is being sustained by government

• Fraud prevention strategies developed in Eastern Cape

Output 5 : Increased shared learning and capacity in DPSA and Provinces

• Thuli will deal with this output separately

Output 6: Effective planning and management of the implementation of projects in IPSP II

and the overall implementation of the programme

• Deals with management of programme

• Assist with building capacity in programme and project management

• Assist with monitoring and evaluation of programme

Learning and Knowledge Management

• JUSTIFICATION• Fact that the challenges faced by different provinces are

common but no sharing of experiences to avoid reinventing of solutions, duplication of effort, and wastage of resources, lack of continuity

• That the numerous projects the IPSP runs in provinces generate new knowledge worth sharing for learning

• Claim that there is lack of information on how to effect delivery whereas there already exists a body of information and knowledge that needs to be coordinated and shared (need to learn from corporate memory)

Justification cont.

• There is a need to be innovative & able to think of new ways to address new challenges

• There is a need to celebrate successes & acknowledge failures in the spirit of learning

• We are in a knowledge economy and today government jobs are knowledge intensive

• HENCE the IPSP focusing on nurturing and supporting ongoing learning in its client provinces

The programme

• Learning platforms– providing forums and opportunities for public

servants to network, learn from one another

• Learning products– providing opportunities for documenting of

knowledge generated in platforms for dissemination

Learning platforms

• Both national and provincial learning networks continue to provide opportunities for cross-sectoral collaboration as well as networking which is essential for learning.

• To strengthen the provincial focus the Provincial Learning Champions drive provincial programmes:

• -- to ensure relevance to provincial challenges/dynamics and sustainability (ownership). A workshop was held in June 2004

• -- to address a strong and urgent need to institutionalise learning and knowledge management in the entire public service and also the need for all initiatives to be linked where necessary.

Learning platforms cont…

• The Annual Service Delivery Learning Academy caters specifically for those who are at the interface with citizens in service delivery, across sectors and spheres.

• -- It brings colleagues together from various sectors to share experiences and develop partnerships in an integrated environment.

Learning platforms cont…

• SA Public Management Conversation brings together high-ranking officials from public service, civil society, academic and private sectors, with handful internationals to interrogate challenges and explore partnerships

• -- Partnership with academics to inform public management programmes for future public servants

Learning products

• The Service Delivery Review remains a remarkable success and is being regarded as a useful source of information and learning. With three editions a year, and an Editorial Board to position as viable and professional publication

• -- Developed to serve as a learning tool for public service managers across ranks and its major focus is practical case studies and articles which contain replicable methodologies and lessons that address integrated service delivery challenges.

• Up to this day about 60 case studies have been documented which means that the knowledge pool of the public service is growing.

Learning products cont…

• DPSA & IPSP web pages (as knowledge tools)• All publications on the web page (PDF Format)• - - Service Delivery Review• - - Manual on learning networks and sessions• - - Machinery of Government Manual (Process

mapping & Repackaging) – will be printing another 3 000 copies due to demand

• IPSP web page – documents, Provincial Reports

Achievements

• Made inroads in inculcating learning culture in Public Service (the Service Delivery Review, learning networks, conferences)

• -- The Programme continues to grow and is successful in getting public servants to open up to one another and bond for purposes of nurturing partnerships for improved service delivery. Open sharing of mistakes for learning

• -- There is also a dedicated commitment to growing the intellectual capital of the public service to benefit not only South Africa but also the international community, as has been communicated by our international partners.

Achievements cont…

• Ownership of Learning programme by provinces and other partners is evident – Public Service rather than DPSA Programme

• getting themselves to participate in sessions & submitting case studies and articles for publication. Essential for sustainability.

• Continue to permeate other sectors such as the Academia, the Commonwealth, private sector – for valuable partnerships

• -- relevant teaching programmes

• -- Learning from all partners

Sustainability of IPSP through greater integration – Mashupye Matlala

• Need to sustain and grow capacity and capability to experiment and model

• Donor monies declining while government does not have “trail and error fund” to substitute decline

• Need to encourage treasuries to promote implementation, innovation, experimenting and modeling

• Service Delivery departments need unit to drive innovation and modeling

Thank you

integrated provincial support programme presentation to select committee, ncop 8 june 2004

Documents