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STRATEGIC PLAN
the cpsiGovernment Component:Centre for Public Service InnovationREPUBLIC OF SOUTH AFRICA
Unlocking InnovationCPSI
2015/2019
UNLOCKING INNOVATION
CPSI STRATEGIC PLAN 2015/19
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CPSI STRATEGIC PLAN 2015/16
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CONTENTS
Foreword by the Minister ......................................... 2Deputy Minister’s Statement ................................... 4Executive Director’s Overview ................................. 6Official Sign-off ........................................................ 8List of acronyms ...................................................... 9
Part A: Strategic overview ..................................... 101. Vision .............................................................112. Mission ..........................................................113. Values ............................................................114. Legislative and other mandates.....................114.1. Constitutional mandates ................................114.2. Legislative mandates .....................................115. Situational analysis ....................................... 125.1. Performance environment ............................ 125.2. Organisational environment.......................... 125.2.1.SWOT analysis ............................................. 125.2.2.Organisational structure ............................... 125.3. Description of the strategic planning process ......................................................... 146. Strategic outcome oriented goals of the organisation .................................................. 146.1. Programme 1: Administration ....................... 156.2. Programme 2: Public Sector Innovation ....... 15
Part B: Strategic objectives ................................... 157. Programme 1: Administration ....................... 167.1. Strategic objectives ...................................... 167.2. Resource considerations .............................. 177.3. Risk management......................................... 187.4. Strategic performance indicators .................. 198. Programme 2: Public Sector Innovation ....... 21
8.1. Strategic objectives ...................................... 218.2. Resource considerations .............................. 238.3. Risk management......................................... 248.4. Strategic performance indicators .................. 26
Part C: Links to other plans ................................... 309. Links to the long-term infrastructure and other capital plans ........................................ 3110. Conditional grants......................................... 3111. Public entities ............................................... 3112. Public-private partnerships ........................... 31
Annexure A ............................................................ 32i. Technical indicator for Strategic outcome ori-
ented goals of the organisation ................... 33ii. Technical indicators for Programme 1: Administration – Subprogramme: Strategic Management................................................. 35iii. Technical indicators Programme 1: Administration – Subprogramme: Corporate Resource Management ................................ 36iv. Technical indicators for Programme 1: Administration – Subprogramme: Office of the Chief Financial Officer ........................ 37v. Technical indicator for Strategic objective of Programme 2: Public Sector Innovation – Subprogramme: Research and Development .. 38vi. Technical indicators for Programme 2: Public
Sector Innovation – Subprogramme: Solution Support and Incubation ............................... 42
vii. Technical indicators for Programme 2: Public Sector Innovation– Subprogramme: Enabling Environment .................................. 48
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FOREWORD BY THE MINISTER
The Minister for Public Service and Administration presents the 2015 – 2019 Strategic Plan of the CPSI as one of the building blocks towards achieving the commitment by the portfolio to build an efficient, effective and development-oriented public service. A key requirement for such a public service is the capacity to execute government’s commitment to deliver on better health, decent jobs, quality education and safe communities as outlined within the National Development Plan.
The Public Service and Administration portfolio has committed to specific outputs, namely, service delivery quality and access; human resource management and development; business process, system, decision rights and accountability; tackling corruption effectively; nation-building and national identity; citizen participation; and social cohesion.
Within this context, the CPSI is a facility for the whole of government in the quest for innovative ideas, solutions and models that will expedite our fulfilment of these important commitments by improving the delivery of quality services to the citizens.
The CPSI’s unique position as a Government Component entrenches the Public Service and Administration portfolio’s cross-sector reach to ensure that the public service is continually modernising itself for enhanced service delivery. As a result, the CPSI remains a catalyst for cross-sector and inter-sphere collaboration and co-innovation by unearthing, encouraging, rewarding, showcasing, piloting and mainstreaming innovation in the public sector.
With a variety of effective and most importantly, creative and innovative tools and platforms at its disposal, the CPSI has been serving as a pace-setter, leading public service institutions in their adoption of innovation while at the same
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CPSI remains a catalyst for cross-sector and inter-sphere collaboration and co-innovation by unearthing, encouraging, rewarding, showcasing, piloting and mainstreaming innovation in the public sector.
time demonstrating its value and impact in solving service delivery challenges faced by ordinary citizens on daily basis.
The Public Sector Multi-Media Innovation Centre, being one such tool, is now firmly established as a facility for the whole of government where public servants can interrogate their specific challenges and processes, and explore and incubate solutions away from their offices, in a creative, enabling environment.
For the vital part that the CPSI dispatches within the portfolio, it is of critical importance that we support the organisation. We therefore commit to grow their repositories and ensure that a visit to the Centre will remain a truly innovative experience. Most importantly though, we will ensure that real challenges will be identified and creatively solved.
As the CPSI explores new and innovative ways of improving service delivery, we will extend our focus on opportunities presented by technologies, such as mobile government, in support of our efforts to make access to government services as cost-effective, efficient and easy for all citizens as possible, irrespective of where they live. We have noted numerous local innovations from our technology incubators and international best practices. We have further noted rapid developments in mobile
technology, the availability of information, and a general willingness to share data. All these factors are now opening up new opportunities to further develop mobile services that can alleviate queues, reduce travel time and open up new communication lines with citizens.
We have, over the twelve years of running an innovation competition, developed an extensive collection of innovative practices. We will therefore focus our efforts towards the replication and mainstreaming of service delivery innovations in order for such innovations to have a regional and national, not just a local positive impact.
Having had the honour to champion the 2012 All Africa Public Service Innovation Awards, we will continue to serve the continent in promoting good governance through innovative service delivery. We look forward to the innovative practices that will be unearthed across Africa for sharing and replication.
The ultimate beneficiaries of the work of the CPSI are the citizens of this beautiful country. The more government is innovative in public service delivery, the more effective and efficient the services we render, and the better the experiences of ordinary citizens.
MINISTER OC CHABANE, MP
MINISTER FOR PUBLIC SERVICE AND ADMINISTRATION
Minister OC Chabane, MPMinister for Public Service and Administration
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DEPUTY MINISTER’S STATEMENT
Our mandate as the portfolio for Public Service and Administration entrusts us with the prime responsibility to provide strategic leadership and guidance to the public sector while at the same time providing oversight for compliance in terms of policies and legislative frameworks to ensure clean administration and good governance.This mandate requires each of the institutions within the portfolio to collaborate and consolidate their respective strategies towards public sector transformation and reform. The main aim is to build a state machinery capable of meeting the diverse needs of citizens within the developmental framework.Of critical importance also is the need for the promotion of effective administration and good governance, the key pillars of which being the promotion of accountability, transparency and combating corruption. Each of these pillars may require innovation where existing interventions are not rendering the required results.The CPSI continues to lead the way in driving innovation as a key enabler of good governance and service delivery in general. South Africa compares favourably with other developing nations in terms of governance and in some areas is even leading developed countries. Our access to Information and Administrative Justice Acts have served as blue prints for other countries. On a continental level, one can highlight the African Charter on the Values and Principles of Public Service and Administration as another manifesto modelled on our Constitution and Public Service Act. However, as a country, we have to challenge ourselves to work even harder to fast track the delivery of vital services to the citizens in line with government’s national priority areas.The South African government is fully committed to continuous improvement of our various governance and administrative processes and systems to uphold the
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Our government recognises the importance of data and information as an empowering and liberating tool for our citizens living in this knowledge economy era.
Constitutional principles related to the public sector, including principles of transparency, accountability and clean governance.Open government is central to this ideal as it promotes free citizen-access and use of certain government and privately held data or information. Our government recognises the importance of data and information as an empowering and liberating tool for our citizens living in this knowledge economy era. They are furthermore indicative of our resolve as government to implement various Information Communication Technology solutions that will ensure a sustained transition to greater transparency.As a government-wide facility the CPSI has a critical role to play in providing thought-leadership in the pursuit of innovative ideas, solutions and models required to ensure effective transformation of the public sector.Through its well-established network of partners which cuts across the three spheres of our government, the CPSI has access to a wealth of innovation and creative thinking amongst public servants in South
Africa for replicable innovative projects and solutions to several service delivery challenges. The collaboration between CPSI and various government institutions continues to yield innovative projects and programmes whose positive impact is largely felt by ordinary citizens historically marginalised in many respects.In addition, by engaging in various structures at international level on issues of innovation, the CPSI ensures that South Africa has a vital opportunity to benchmark on many areas of socio-economic development and governance. In addition, the public sector continues to benefit from the assurance of growth and development from the lessons learnt, profound international expertise and in-depth knowledge gained from various places in the world.As we continue on our commitment to strengthen government’s capacity to deliver on our key priority areas, we will continue to look up to the CPSI for practical solutions that will improve the lives of our citizens.
MS AYANDA DLODLO, MP
DEPUTY MINISTER FOR PUBLIC SERVICE AND ADMINISTRATION
Ms ayanda dlOdlO, MPDeputy Minister for Public Service and Administration
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EXECUTIVE DIRECTOR’S OVERVIEW
This Strategic Plan builds on the implementation lessons learned over the past five years. Although there are no fundamental changes to the strategic direction embarked on in the preceding period, substantial refinements were made to the model, in particular to strengthen the capacity to replicate innovative solutions. The choice of solutions for piloting or replication is guided by the priorities of the sixth administration and in particular Outcome 12: to build an efficient, effective and development oriented public ser-vice through:• Effective Systems, structures and processes• Developing public sector cadres• Contributing towards improved public service and
administration in Africa and international arenaIn addressing these outcomes, the CPSI ensures the con-tinued alignment of its business and operational model with those of other key sectors to support them in achieving their outcomes through more effective and innovative approach-es, processes, systems or products. These sectors include Safety and Security, Water and Sanitation, Education and Health.An additional refinement was made to the testing and pilot-ing of innovations where distinction is made between short-term projects that can be delivered within a financial year, and multi-year projects. The distinction was necessitated by the fact that the number of externalities associated with more complex projects require more time to address.Corporate service capacity will also be strengthened in the first years covered by this Plan in order to strengthen in-ternal capacity and accountability in line with the receipt of Transfers from our principal department, the Department of Public Service and Administration. The new structure, as approved by the Minister, is envisag-ing a lean Programme 1 with strong matrix arrangements to
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This document introduces the strategic direction that the organisation is taking as guided by the priorities identified by the sixth democratic administration and the National Development Plan.
maximise staff efficiency whilst still ensuring statutory compliance.The organisation’s Service Delivery Model has now matured. The Multi-Media Innovation Centre (MMIC) continues to attract decision-makers and implement-ers to an environment where they can interrogate their challenges and from where new innovations, with or without the CPSI’s support, are initiated.The CPSI’s service delivery value chain remains inte-grated with the annual awards programme anchoring deliverables. It remains the primary vehicle for stim-ulating innovation activities and unearthing existing innovations for sharing and replication. As such the Ligbron Academy e-Learning project, the 2012 Public Sector Innovator of the Year, and the KZN Tele-Radiology are currently being replicated. Our partnership with the institutions in the National System of Innovation (NSI) and in particular with the Innovation Hub, is now bearing fruit with initiatives
such as the Memeza Community Alarm showing promise to significantly impact on community safe-ty in poor communities. This partnership has a dual purpose, it stimulates both service delivery innovation and entrepreneurial development. In 2014 the CPSI was identified as one of the 20 glob-al trendsetting public sector innovation teams. The i-teams research report, compiled by the UK-based Nesta analysed the delivery models, impact, budget, monitoring and evaluation mechanisms and size of teams working on public sector innovation. This re-port not only validates the CPSI’s delivery model but provides for an opportunity to benchmark our activ-ities and approaches with other international best practices.It is thus in a spirit of learning, continuous improve-ment and innovation, and with a deep sense of the task resting on our shoulders, that I am presenting this Strategic Plan for the period 2015 to 2019.
MS THULI RADEBEEXECUTIVE DIRECTOR: CENTRE FOR PUBLIC SERVICE INNOVATION
Ms thuli radebe
Executive Director: Centre for Public Service Innovation
Mr. M Makhura Chief finanCial OffiCer
Ms. a snyMan OffiCial respOnsible fOr planning
Ms Te radebe aCCOunTing OffiCer
signaTure:
signaTure:
signaTure:
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OFFICIAL SIGN-OFF
IT IS HEREBY CERTIFIED THAT THIS STRATEGIC PLAN: Was developed by the management of the Centre for Public Service Innovation under the guidance of Minister OC Chabane, MP, Minister for Public Service and Administration.
Takes into account all the relevant policies, legislation and other mandates for which the Centre
for Public Service Innovation is responsible. Accurately reflects the strategic outcome oriented goals and objectives which the Centre for Public Service Innovation will endeavour to achieve over the period 2015-2019.
APPROVED BY:
Ms ayanda dlOdlO, Mp MinisTer OC Chabane, MpdepuTy MinisTer fOr publiC serviCe and MinisTer fOr publiC serviCe and adMinisTraTiOn adMinisTraTiOn
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LIST OF ACRONYMS
ACRONYM DESCRIPTION
AAPAM African Association of Public Administration and ManagementAAPSIA All Africa Public Sector Innovation AwardsAG Auditor GeneralCAPAM Commonwealth Association for Public Administration and ManagementCEPA Committee of Experts on Public AdministrationCPSI Centre for Public Service InnovationCRM Corporate Resource ManagementDPME Department of Performance Monitoring and EvaluationDPSA Department of Public Service and AdministrationED Executive DirectorEXCO Executive Committee members of CPSIFOSAD Forum of South African Directors GeneralICT Information and Communication TechnologiesMMIC Multi-Media Innovation CentreMPSA Minister for Public Service and AdministrationNDP National Development PlanNGO Non-Governmental OrganisationNSI National System of InnovationOECD Organisation for Economic Co-Operation and DevelopmentOGP Open Government PartnershipOpen IX Open Innovation ExchangePFMA Public Finance Management ActPSA Public Service ActPSC Public Service CommissionSADC Southern Africa Development CommunitySCM Supply Chain ManagementTIH The Innovation HubUK United KingdomUN United NationsUNPAN United Nation Public Administration NetworkUNPSA United Nations Public Service Awards
PART A: STRATEGIC OVERVIEW
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1. Vision
A solution-focussed effective and efficient public sector through Innovation.
2. Mission
The Centre for Public Service Innovation (CPSI) aims to entrench the culture and practice of innovation in the public service through:
− Unearthing existing innovations for learning and replication;
− Researching, leading and promoting the development and testing of new innovations;
− Investigating and facilitating the replication and mainstreaming of innovations, and
− Providing content driven platforms and products for public officials to adopt innovative approaches.
3. Values
The CPSI’s strategic direction is guided by the following values:
− Nurturing: The CPSI supports and encourages public sector institutions in their efforts to innovate, from unearthing innovative initiatives to replication and mainstreaming.
− Recognition: The CPSI publicly recognises and rewards innovators and innovative institutions to acknowledge their contribution towards the improvement of service delivery and for further replication.
− Partnering: The CPSI values partnerships with other public sector entities, the private and non-governmental organisation (NGO) sectors, the South African National System of Innovation (NSI) and key global role players within the space of public sector innovation.
− Compassion and empathy: The CPSI endeavours to respond to the needs of the citizens by addressing the root causes of service delivery failures in an empathetic manner.
− Efficiency and effectiveness: Efficiency and effectiveness remain core drivers for public sector innovations.
− Knowledge sharing: The CPSI applies the principles of a learning organisation through its innovations practices, platforms and programmes.
4. Legislative and other mandates
4.1. Constitutional mandates
According to Chapter 3 (s 41[1(h)]) of the Constitution of the Republic of South Africa, all spheres of government and all organs of state within each sphere must co-operate with one another in mutual trust and good faith by:
− Fostering friendly relations;
− Assisting and supporting one another;
− Informing one another of, and consulting one another on matters of common interest;
− Co-ordinating their actions and legislation with one another.
Given the cross-sector reach of the organisation and the fact that challenges, and solutions, span across all three spheres of government, cooperative governance lies at the heart of successful innovations and replication.
4.2. Legislative mandates
The responsibility for public sector innovation is vested in the Minister who, in terms of section 3(1)(i) of the Public Service Act of 1994, as amended, is responsible for establishing norms and standards relating to transformation, reform, innovation and any other matter to improve the effectiveness and efficiency of the public service and its service delivery to the public. This role is further expanded on in Government Notice 34562 of 2 September 2011.
The function of the CPSI is thus to entrench a culture and practice of innovation in the public service through:
− advancing needs-driven research and development;
− unearthing, demonstrating, sharing on,
encouraging and rewarding innovation;
− testing, piloting, incubating new innovations and supporting the replication of innovative solutions, and
− partnering with public, private, academic and civil society sectors on supporting the mandate of the CPSI.
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5. Situational analysis
5.1. Performance environment
The CPSI is functioning in a niche environment with a specific focus on innovation to improve service delivery. As such, the focus is on those persistent challenges which are not being solved by the current solutions and where the root causes of the service delivery failures of poor performance are not linked to management-related deficiencies such as poor performance management or insufficient resource allocations.
When setting out the key drivers of change and plotting the road ahead, Chapter 3 of the National Development Plan (NDP) states that “Innovation across state, business and social sectors should start to become pervasive. Innovation should also focus on improved public services and on goods and services aimed at low-income sectors.”
The NDP further unpacks a number of challenges in the public sector (Chapter 13) within key service delivery sectors such as Health and Education (Chapters 8 to12).
The diagnostic work done by the National Planning Commission and auditing and constitutional bodies such as the Auditor General (AG), Public Service Commission (PSC) and Public Protector provides the backdrop for the understanding of these persistent challenges whilst the National Development Plan sets the agenda and road map for the way forward. These will be continuously interpreted, confirmed and prioritised in order to anchor the CPSI’s activities over the next five years.
Globally, public administrations, schools of public management and international bodies such as the UN and OECD are all confirming the need to prioritise public sector innovation to deal with universal challenges such as resource constraints and fiscal pressures, corruption, Climate Change, demands for openness and transparency, and how to serve citizens that are more and more connected and technologically sophisticated.
Global approaches include amongst others:
− Rewarding innovation for learning and replication by the UN, Commonwealth Association for Public Administration and Management (CAPAM), African Association for Public Administration and Management (AAPAM), All Africa Public Sector Innovation Awards (AAPSIA).
− Developing case studies for learning and replication by institutions such as the OECD, Nesta
and Harvard (Kennedy School of Government).
− Initiating pilots and demonstrator projects by institutions such as Centre for Public Innovation (United Kingdom (UK).
− Knowledge sharing platforms such as Expert Group meetings, forums and repositories of case studies, reports, and tools (Nesta, OECD, and UN).
The organisational structure and objectives of the CPSI are based on these best practices but adapted for South Africa’s focus on key priority outcomes.
5.2. Organisational environment
The CPSI will go through a transitional phase in the beginning of the 5-year cycle as it is restructuring and expanding to ensure that the organisation is appropriately capacitated to receive and account for a Transfer payment from its principal department, the Department of Public Service and Administration (DPSA).
5.2.1. SWOT analysis
As part of the CPSI’s strategic planning and preparation for the Transfer payment, a SWOT analysis of the organisational environment was done. The table on the next page indicates a selection of key issues identified.
From the SWOT analysis, a number of key focus areas for the 5-year period were identified to shape this Strategic Plan. These include:
− the establishment of a funding mechanism for public sector innovation;
− building institutional capacity to strengthen project management capacity and organisational support;
− stronger and more regular interaction with coordinating bodies such as FOSAD;
− increase the focus on replication of proven innovations, and
− strengthening strategic partnership with regional, continental and international innovative stakeholders.
5.2.2. Organisational structure
The CPSI has organised itself into two programmes, namely Administration and Public Sector Innovation.
Administration provides an enabling Corporate
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Services backbone for the Organisation as a whole. It consists of three units, namely:
− Strategic Management
− Corporate Resource Management
− Office of the Chief Financial Officer
STRENGTHS WEAKNESSESEase of approach as a Government Component (not a policy enforcer)
Over-reliance on private sector funding for piloting and replication
Multi-Media Innovation Centre (MMIC) Not yet embedded in coordinating bodies such as Forum of South African Director Generals (FOSAD)
Political support Limited project management capacityPart of International networks (i.e. UNPAN) SmallEmbedded in National System of Innovation (NSI) Limited replication capacityProven methodologies based on international best practices and local lessons learnt
Statutory compliance similar to that of a department (limits flexibility)
Ability to facilitate cooperative governance projectsStrong Corporate ServicesKnowledge Platforms and productsOPPORTUNITIES THREATS
Connected to NSI opportunities Too many externalities and dependenciesPolitical support Duration of pilot projectsPartnerships (Private, Public, NGO) Absence of funding mechanismOpen Government Partnership (OGP) Risk aversion in departmentsFurther leveraging Awards entries for replication and learning
Executive management (of implementing institu-tions) support for replication and mainstreaming
International Partnerships
Public Sector Innovation consists of three components, namely:
− Research and Development
− Solution Support and Incubation
− Enabling Environment.
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Another critical priority for the 5-year period is to review the organisational establishment to ensure that the CPSI is correctly configured and positioned to meet the growing demands.
5.3. Description of the strategic planning process
The CPSI engaged with the Minister for Public Service and Administration (MPSA) and further consulted with the Department of Public Service Administration, the Auditor-General, the Audit Committee, the Department of Programme Monitoring and Evaluation and National Treasury to ensure that the processes are conducted according to expectation. Following these consultations, a strategic planning session was held where the Executive consolidated the five-year plan.
STRATEGIC OUTCOME ORIENTED GOAL 1
THE CULTURE AND PRACTICE OF INNOVATION ENTRENCHED FOR IMPROVED, EFFECTIVE AND EFFICIENT PUBLIC SERVICE DELIVERY
Goal statement: Identified service delivery challenges addressed through the promotion of a solu-tion focussed public service where the working environment supports the genera-tion of new ideas and their transformation into practical innovative solutions
STRATEGIC OUTCOME ORIENTED GOAL 2
FINDING, DEVELOPING AND PROMOTING REPLICATION OF SERVICE DELIVERY INNOVATIONS
Goal statement: Opportunities provided for the incubation of new solutions and the replication of existing innovative solutions to address service delivery challenges
For each strategic outcome oriented goal a technical indicator description is captured in Annexure A.
6. Strategic outcome oriented goals of the organisation
6.1. Programme 1: Administration
This programme provides strategic leadership, overall management of and support to the organisation.
6.2. Programme 2: Public Sector Innovation
This programme drives service delivery innovation in the Public Sector in line with government priorities and has three components, namely Research Development, Solution Support and Incubation and Enabling Environment. This programme contributes to the organisation’s strategic outcome oriented goals as follows:
PART B: STRATEGIC OBJECTIVES
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7. Programme 1: Administration
Purpose: Provides strategic leadership, overall management of and support to the organisation
There are three sub-programmes
− Strategic Management provides administrative support to the Executive Director coordinate implementation, monitoring and reporting on the organisation’s overall performance.
− Corporate Resource Management manages and monitors the provision of corporate resource
7.1. Strategic objectives
STRATEGIC MANAGEMENT
STRATEGIC OBJECTIVE 1.1
EFFECTIVE INTEGRATED PLANNING AND REPORTING
Objective statement Consolidate and monitor the implementation of the performance plans in line with the organisation’s strategic priorities and statutory reporting regulations
Baseline Annual Performance Plan tabled in Parliament, Annual Report tabled in Parliament and submitted to DPSA, DPME, the Auditor General and the National Treasury and Quarterly reports submitted to MPSA, DPSA, DPME and National Treasury
Justification Compliance for effective Integrated planning and reportingLinks Effective integrated planning and reporting systems in terms of the statutory
reporting requirements
STRATEGIC OBJECTIVE 1.2
EFFECTIVE CORPORATE RESOURCE MANAGEMENT
Objective statement To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency
Baseline No baseline. Desired baseline: Developed policies and procedures and strategiesJustification Improve effective and efficient optimizing of Corporate Resource Management
systems and processes Links Ensure efficient and effective Corporate Resource Management of the
organisation
CORPORATE RESOURCE MANAGEMENT
management services; information communication and technology management services; security management services; office support and auxiliary services.
− Office of the Chief Financial Officer ensures compliance with all relevant financial management statutes and regulations, notably the Public Finance Management Act (PFMA) and oversees the effective financial and supply-chain management of the organisation.
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STRATEGIC OBJECTIVE 1.3
EFFECTIVE FINANCIAL MANAGEMENT
Objective statement To provide effective financial supply-chain management by monitoring the organisation's expenditure and ensuring compliance with statutory reporting requirements
Baseline No baseline. Desired baseline: All regulated reporting requirements were met Justification Ensure effective and efficient financial supply-chain management according to
statutory legislative and proceduresLinks Efficient and effective financial supply-chain management of the organisation
OFFICE OF THE CHIEF FINANCIAL OFFICER
For each strategic objective a technical indicator description is captured in Annexure A.
7.2. Resource considerations
The National Treasury granted approval in terms of Section 43 of the PFMA and Treasury Regula-tion Section 6.3.1 (b), for the Department of Public Service and Administration (DPSA) to create a new transfer payment to the CPSI with effect form 1 April 2015.
For the CPSI to become an independently account-able entity by receiving a transfer payment through the DPSA by 1 April 2015, and at the same time adhering to the requirements set out in the PFMA (Section 38 (j), the CPSI is required to establish and implement the transversal systems (such as BAS, LOGIS and PERSAL).
An additional amount of R15.462 million over the medium term (R4 million in 2015/16, R5.500 million in 2016/17 and R5.962 million in 2017/18) was allo-cated for the establishment of a corporate services unit for the CPSI. The additional allocation indicated a 15.5% average growth rate for the period 2014/15 to 2017/18.
The allocation to the Administration programme amounts to a total of 49.4% over the medium term, which includes an allocation of R3.8 million in 2015/16 increasing to R4.6 million in 2017/18 projected per annum for the leasing of office accommodation.
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to b
e de
velo
ped.
Alte
rnat
ive
oper
atin
g si
tes
for P
ERSA
L
Non
-com
plia
nce
or p
oor c
ompl
ianc
e w
ith re
gard
to
the
impl
emen
tatio
n of
inte
rnal
Cor
pora
te R
esou
rce
Man
agem
ent p
olic
ies,
pro
cedu
res,
pla
ns a
nd s
trate
gies
Spen
ding
tren
ds o
f the
org
anis
atio
n is
dis
cuss
ed in
form
al m
eetin
gs to
m
onito
r cha
lleng
es a
nd c
ompl
ianc
e
Failu
re to
mon
itor c
ompl
ianc
e w
ith o
rgan
isat
iona
l pol
icie
s , p
roce
dure
s, la
ws
and
regu
latio
nsC
ondu
ct tr
aini
ng o
n aw
aren
ess
on e
xist
ing
and
new
pol
icie
s
Mis
inte
rpre
tatio
n of
ext
erna
l pol
icie
s, g
uide
lines
and
fra
mew
orks
, res
ultin
g in
non
-com
plia
nce
and
audi
t fin
ding
s
Util
ise
brie
fing/
info
rmat
ion
sess
ions
to c
larif
y po
licie
s an
dSt
atem
ents
. Reg
ular
eng
agem
ent w
ith s
take
hold
ers
by d
eleg
ated
of
ficia
ls
Del
ays
in c
omm
unic
atio
n to
the
orga
nisa
tion
for t
he
impl
emen
tatio
n of
new
or r
evis
ed g
over
nmen
tal p
olic
ies,
pr
oced
ures
, pla
ns a
nd s
trate
gies
Reg
ular
eng
agem
ent w
ith s
take
hold
ers
by d
eleg
ated
offi
cial
s
1.3
To
prov
ide
effe
ctiv
e fin
anci
al s
uppl
y-ch
ain
man
agem
ent b
y m
onito
ring
the
orga
nisa
tion’
s ex
pend
iture
and
ens
urin
g co
mpl
ianc
e w
ith s
tatu
tory
re
porti
ng re
quire
men
ts
Dis
rupt
ion
to b
usin
ess
syst
ems
- Non
-ava
ilabi
lity
of s
yste
ms
ther
eby
caus
ing
disr
uptio
n to
bus
ines
s pr
oces
ses
and
loss
of i
nfor
mat
ion
Busi
ness
con
tinui
ty, d
isas
ter r
ecov
ery
and
emer
genc
y pl
ans
to b
e de
velo
ped.
Alte
rnat
ive
oper
atin
g si
tes
for B
AS a
nd L
OG
IS
Ove
rspe
ndin
g on
the
allo
cate
d bu
dget
whi
ch m
ay le
ad to
un
auth
oriz
ed e
xpen
ditu
reSp
endi
ng tr
ends
of t
he o
rgan
isat
ions
are
dis
cuss
ed in
form
al b
udge
t m
eetin
gs to
mon
itor s
pend
ing
and
spen
ding
cha
lleng
esFa
ilure
to m
onito
r com
plia
nce
with
org
anis
atio
nal p
olic
ies
, pro
cedu
res,
law
s an
d re
gula
tions
Ris
k ba
sed
com
plia
nce
audi
ts to
be
perfo
rmed
Mis
inte
rpre
tatio
n of
Nat
iona
l Tre
asur
y’s p
olic
ies,
gu
idel
ines
and
fram
ewor
ks re
sulti
ng in
non
-com
plia
nce
and
audi
t fin
ding
s
Util
ise
brie
fing/
info
rmat
ion
sess
ions
to c
larif
y po
licie
s an
dSt
atem
ents
. Reg
ular
eng
agem
ent w
ith N
atio
nal T
reas
ury
or o
ther
ap
plic
able
inst
itutio
ns b
y de
lega
ted
offic
ials
Not
mee
ting
dead
lines
of s
tatu
tory
repo
rting
re
quire
men
ts d
ue to
del
ays
in o
btai
ning
app
rova
lsEn
sure
that
the
proc
ess
of c
onsu
ltatio
ns is
exp
edite
d to
allo
w fo
r mor
e tim
e fo
r app
rova
l pro
cess
7.3. Risk management
UNLOCKING INNOVATION
19
7.4. Strategic performance indicators For each strategic objective a technical indicator description is captured in Annexure A.
SO
N
OS
TRAT
EG
IC
OB
JEC
TIV
EP
I N
OP
ER
FOR
MA
NC
E IN
DIC
ATO
RP
T N
OPE
RFO
RM
ANC
E TA
RG
ET 2
015/
16PE
RFO
RM
ANC
E TA
RG
ET 2
016/
17PE
RFO
RM
ANC
E TA
RG
ET 2
017/
18PE
RFO
RM
ANC
E TA
RG
ET 2
018/
19PE
RFO
RM
ANC
E TA
RG
ET 2
019/
20
1.1
Con
solid
ate
and
mon
itor t
he
impl
emen
tatio
n of
th
e pe
rform
ance
pl
ans
in li
ne w
ith
the
orga
nisa
tion’
s st
rate
gic
prio
ritie
s an
d st
atut
ory
repo
rting
re
gula
tions
1.1.
1C
ompl
ianc
e w
ith
stat
utor
y re
porti
ng
requ
irem
ents
on
orga
nisa
tiona
l pe
rform
ance
1.1.
1(A
)Q
uarte
rly
perfo
rman
ce re
ports
su
bmitt
ed to
MPS
A,
DPS
A, D
PME
and
Nat
iona
l Tre
asur
y
Qua
rterly
pe
rform
ance
repo
rts
subm
itted
to M
PSA,
D
PSA,
DPM
E an
d N
atio
nal T
reas
ury
Qua
rterly
pe
rform
ance
repo
rts
subm
itted
to M
PSA,
D
PSA,
DPM
E an
d N
atio
nal T
reas
ury
Qua
rterly
pe
rform
ance
repo
rts
subm
itted
to M
PSA,
D
PSA,
DPM
E an
d N
atio
nal T
reas
ury
Qua
rterly
per
form
ance
re
ports
sub
mitt
ed to
M
PSA,
DPS
A, D
PME
and
Nat
iona
l Tre
asur
y
Subm
it th
e or
gani
satio
n’s
Perfo
rman
ce P
lan
and
Annu
al R
epor
t for
ta
blin
g in
Par
liam
ent
and
subm
issi
on to
D
PSA,
DPM
E, th
e Au
dito
r Gen
eral
and
th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Perfo
rman
ce P
lan
and
Annu
al R
epor
t for
ta
blin
g in
Par
liam
ent
and
subm
issi
on to
D
PSA,
DPM
E, th
e Au
dito
r Gen
eral
and
th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Perfo
rman
ce P
lan
and
Annu
al R
epor
t for
ta
blin
g in
Par
liam
ent
and
subm
issi
on to
D
PSA,
DPM
E, th
e Au
dito
r Gen
eral
and
th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Perfo
rman
ce P
lan
and
Annu
al R
epor
t for
ta
blin
g in
Par
liam
ent
and
subm
issi
on to
D
PSA,
DPM
E, th
e Au
dito
r Gen
eral
and
th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Perfo
rman
ce P
lan
and
Annu
al R
epor
t for
ta
blin
g in
Par
liam
ent
and
subm
issi
on to
D
PSA,
DPM
E, th
e Au
dito
r Gen
eral
and
th
e N
atio
nal T
reas
ury
1.2
To d
evel
op
and
impl
emen
t C
orpo
rate
R
esou
rce
Man
agem
ent
polic
ies,
pr
oced
ures
, pla
ns
or s
trate
gies
to
ens
ure
orga
nisa
tiona
l co
mpl
ianc
e,
effe
ctiv
enes
s an
d ef
ficie
ncy
1.2.
1N
umbe
r of C
RM
po
licie
s, p
roce
dure
s an
d st
rate
gies
iden
tifie
d,
deve
lope
d or
revi
ewed
an
d im
plem
ente
d
1.2.
1Id
entif
y, de
velo
p an
d im
plem
ent a
t lea
st
two
CR
M p
olic
ies,
pr
oced
ures
, pla
ns o
r st
rate
gies
Iden
tify,
deve
lop
and
impl
emen
t at l
east
tw
o C
RM
pol
icie
s,
proc
edur
es, p
lans
or
stra
tegi
es
Iden
tify,
deve
lop
and
impl
emen
t at l
east
tw
o C
RM
pol
icie
s,
proc
edur
es, p
lans
or
stra
tegi
es
Iden
tify,
deve
lop
and
impl
emen
t at l
east
tw
o C
RM
pol
icie
s,
proc
edur
es, p
lans
or
stra
tegi
es
Iden
tify,
deve
lop
and
impl
emen
t at l
east
tw
o C
RM
pol
icie
s,
proc
edur
es, p
lans
or
stra
tegi
es
1.3
To p
rovi
de e
ffect
ive
finan
cial
and
su
pply
-cha
in
man
agem
ent b
y m
onito
ring
the
orga
nisa
tion’
s ex
pend
iture
an
d en
surin
g co
mpl
ianc
e w
ith
stat
utor
y re
porti
ng
requ
irem
ents
1.3.
1C
ompl
ianc
e w
ith
stat
utor
y re
porti
ng
requ
irem
ents
on
finan
cial
and
sup
ply
chai
n m
anag
emen
t
1.3.
1(A
)Q
uarte
rly fi
nanc
ial
repo
rts s
ubm
itted
to
the
MPS
A, D
PSA
and
the
Nat
iona
l Tre
asur
y
Qua
rterly
fina
ncia
l re
ports
sub
mitt
ed to
th
e M
PSA,
DPS
A an
d th
e N
atio
nal T
reas
ury
Qua
rterly
fina
ncia
l re
ports
sub
mitt
ed to
th
e M
PSA,
DPS
A an
d th
e N
atio
nal T
reas
ury
Qua
rterly
fina
ncia
l re
ports
sub
mitt
ed to
th
e M
PSA,
DPS
A an
d th
e N
atio
nal T
reas
ury
Qua
rterly
fina
ncia
l re
ports
sub
mitt
ed to
th
e M
PSA,
DPS
A an
d th
e N
atio
nal T
reas
ury
CPSI STRATEGIC PLAN 2015/19
20
SO
N
OS
TRAT
EG
IC
OB
JEC
TIV
EP
I N
OP
ER
FOR
MA
NC
E IN
DIC
ATO
RP
T N
OPE
RFO
RM
ANC
E TA
RG
ET 2
015/
16PE
RFO
RM
ANC
E TA
RG
ET 2
016/
17PE
RFO
RM
ANC
E TA
RG
ET 2
017/
18PE
RFO
RM
ANC
E TA
RG
ET 2
018/
19PE
RFO
RM
ANC
E TA
RG
ET 2
019/
20
1.3.
1(B
)Su
bmit
the
orga
nisa
tion'
s M
ediu
m
Term
Exp
endi
ture
Fr
amew
ork
inpu
t to
the
DPS
A an
d th
e N
atio
nal
Trea
sury
Subm
it th
e or
gani
satio
n's
Med
ium
Te
rm E
xpen
ditu
re
Fram
ewor
k in
put t
o th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Med
ium
Te
rm E
xpen
ditu
re
Fram
ewor
k in
put t
o th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Med
ium
Te
rm E
xpen
ditu
re
Fram
ewor
k in
put t
o th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Med
ium
Te
rm E
xpen
ditu
re
Fram
ewor
k in
put t
o th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry1.
3.1
(C)
Subm
it th
e or
gani
satio
n's
Adju
sted
Es
timat
es o
f Nat
iona
l Ex
pend
iture
to th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Adju
sted
Es
timat
es o
f Nat
iona
l Ex
pend
iture
to th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Adju
sted
Es
timat
es o
f Nat
iona
l Ex
pend
iture
to th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Adju
sted
Es
timat
es o
f Nat
iona
l Ex
pend
iture
to th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry
Subm
it th
e or
gani
satio
n's
Adju
sted
Es
timat
es o
f Nat
iona
l Ex
pend
iture
to th
e D
PSA
and
the
Nat
iona
l Tr
easu
ry1.
3.1
(D)
Subm
it th
e or
gani
satio
n's
Estim
ates
of
Nat
iona
l Exp
endi
ture
to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Estim
ates
of
Nat
iona
l Exp
endi
ture
to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Estim
ates
of
Nat
iona
l Exp
endi
ture
to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Estim
ates
of
Nat
iona
l Exp
endi
ture
to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
Subm
it th
e or
gani
satio
n's
Estim
ates
of
Nat
iona
l Exp
endi
ture
to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
1.3.
1(E
)Su
bmit
the
orga
nisa
tion'
s Fi
nanc
ial
Stat
emen
ts to
the
Audi
tor G
ener
al, t
he
DPS
A an
d th
e N
atio
nal
Trea
sury
on
31 M
ay
Subm
it th
e or
gani
satio
n's
Fina
ncia
l St
atem
ents
to th
e Au
dito
r Gen
eral
, the
D
PSA
and
the
Nat
iona
l Tr
easu
ry o
n 31
May
Subm
it th
e or
gani
satio
n's
Fina
ncia
l St
atem
ents
to th
e Au
dito
r Gen
eral
, the
D
PSA
and
the
Nat
iona
l Tr
easu
ry o
n 31
May
Subm
it th
e or
gani
satio
n's
Fina
ncia
l St
atem
ents
to th
e Au
dito
r Gen
eral
, the
D
PSA
and
the
Nat
iona
l Tr
easu
ry o
n 31
May
1.3.
1(F
)Su
bmit
the
Org
anis
atio
nal
Proc
urem
ent P
lan
and
Con
sulta
ncy
Red
uctio
n Pl
an to
the
DPS
A an
d th
e N
atio
nal T
reas
ury
Subm
it th
e O
rgan
isat
iona
l Pr
ocur
emen
t Pla
n an
d C
onsu
ltanc
y R
educ
tion
Plan
to th
e D
PSA
and
the
Nat
iona
l Tre
asur
y
Subm
it th
e O
rgan
isat
iona
l Pr
ocur
emen
t Pla
n an
d C
onsu
ltanc
y R
educ
tion
Plan
to th
e D
PSA
and
the
Nat
iona
l Tre
asur
y
Subm
it th
e O
rgan
isat
iona
l Pr
ocur
emen
t Pla
n an
d C
onsu
ltanc
y R
educ
tion
Plan
to th
e D
PSA
and
the
Nat
iona
l Tre
asur
y
Subm
it th
e O
rgan
isat
iona
l Pr
ocur
emen
t Pla
n an
d C
onsu
ltanc
y R
educ
tion
Plan
to th
e D
PSA
and
the
Nat
iona
l Tre
asur
y1.
3.2
Num
ber o
f Fin
anci
al
or s
uppl
y ch
ain
man
agem
ent p
olic
ies
or
proc
edur
es id
entif
ied,
de
velo
ped
or re
view
ed
and
impl
emen
ted
1.3.
2Id
entif
y, de
velo
p an
d im
plem
ent a
t lea
st tw
o Fi
nanc
ial o
r Sup
ply
chai
n m
anag
emen
t po
licie
s or
pro
cedu
res
Iden
tify,
deve
lop
and
impl
emen
t at l
east
two
Fina
ncia
l or S
uppl
y ch
ain
man
agem
ent
polic
ies
or p
roce
dure
s
Iden
tify,
deve
lop
and
impl
emen
t at l
east
two
Fina
ncia
l or S
uppl
y ch
ain
man
agem
ent
polic
ies
or p
roce
dure
s
Iden
tify,
deve
lop
and
impl
emen
t at l
east
two
Fina
ncia
l or S
uppl
y ch
ain
man
agem
ent
polic
ies
or p
roce
dure
s
Iden
tify,
deve
lop
and
impl
emen
t at l
east
two
Fina
ncia
l or S
uppl
y ch
ain
man
agem
ent
polic
ies
or p
roce
dure
s
UNLOCKING INNOVATION
21
8. Programme 2: Public Sector Innovation
Purpose: Drives service delivery innovation in the Public Sector in line with government priorities.
There are three sub-programmes
- Research and Development establishes the knowledge base in support of the programme to inform the selection and development of potential innovative models and solutions.
- Solution Support and Incubation facilitates the testing, piloting, demonstration, replication and mainstreaming of innovative solutions for the public sector.
- Enabling Environment nurtures and sustains an enabling environment, which entrenches a culture and practice of innovation in the public sector through innovative platforms and products.
STRATEGIC OBJECTIVE 2.1
IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS
Objective statement
To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders
Baseline New. Desired baseline: Three challenges investigated per year
Justification Investigate the root causes of service delivery challenges to avoid addressing symptoms and not reinventing the wheel where solutions already exist. It is further important to be involved in the development to ensure that it adheres to the agreed terms
Links Innovations are focused on prioritized sectors such as health, education and safely and security
RESEARCH AND DEVELOPMENT8.1. Strategic objectives
STRATEGIC OBJECTIVE 2.2
CASE STUDY DEVELOPMENT
Objective statement
To develop case studies of selected service delivery innovations, for dissemination through the CPSI's knowledge platforms and products
Baseline At least five service delivery innovation case studies developed and generated for dissemination through platforms and products
Justification A ascribe to principles of a learning organisation by coordinating the intellectual capital of the public sector for learning. Exposure to captured innovative practices empowers other innovate and replicate
Links Building the capacity of the state to effectively deliver services
CPSI STRATEGIC PLAN 2015/19
22
STRATEGIC OBJECTIVE 2.3
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS
Objective statement To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Baseline − At any given time, at least two least pilot projects are running concurrently over the short-term or multi-year period.
− At any given time, the replication of at least two innovations is facilitated, running concurrently over the short-term or multi-year period.
− Annually, at least 300 public sector officials and partners to visit the MMIC
Justification In order to reduce risk, all innovative solutions are first tested and piloted in service delivery environments. To avoid wasting resource it is necessary to replicate tried and tested innovative solutions. To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges
Links Innovations are focused on prioritized sectors such as health, education and safely and security
STRATEGIC OBJECTIVE 2.4
INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS
Objective statement To promote a culture of innovation in the public sector to enhance service delivery through sustaining and managing knowledge programmes, products and platforms
Baseline − Annually hosting the Public Sector Innovation Conference and Awards Programme
− Annually publishing two editions of Ideas that Work: The South African Public Sector Innovation Journal
− Facilitate at least two training sessions on public sector innovation management Justification Platform for sharing and rewarding innovation in the public sector is critical if
innovation is to be entrenched. Support a community of practice to sustain and grow the culture of innovation
Links Building the capacity of the state to effectively deliver services
ENABLING ENVIRONMENT
STRATEGIC OBJECTIVE 2.5
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENA
Objective statement Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Baseline − Annually, at least 1200 content uploads to the United Nations Public Administration Network (UNPAN) portal to the Southern African Development Community (SADC) region for learning and sharing
− Annually, 1 capacity building and knowledge sharing workshop hosted for member countries
− New. Desired baseline: At least 2 country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Justification 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 and thus has to participate
Links Government priority Outcome 11 - “Creating a better South Africa and contributing to a better and safer Africa in a better world”. Output 3 - “Reformed Global Governance institutions”
For each strategic objective a technical indicator description is captured in Annexure A.
SOLUTION SUPPORT AND INCUBATION
UNLOCKING INNOVATION
23
8.2. Resource considerations
When setting out the key drivers of change and plotting the road ahead Chapter 3 of the National Development Plan (NDP) states that “Innovation across state, business and social sectors should start to become pervasive. Innovation should also focus on improved public services and on goods and services aimed at low-income sectors.” The NDP further unpacks a number of challenges in the public sector (Chapter 13) within key service delivery sectors such as Health and Education (Chapters 8 to12).
The diagnostic work done by the National Planning Commission and auditing and constitutional bodies such as the Auditor General (AG), Public Service Commission (PSC) and Public Protector provides the backdrop for the understanding of these persistent
challenges whilst the National Development Plan sets the agenda and roadmap for the way forward. These will be continuously interpreted, confirmed and prioritised in order to anchor the CPSI’s activities over the medium term. Performance indicators of the organisation as indicated in the table above sets the scene in achieving this, which are then the main cost drivers.
The Public Sector Innovation programme shows a steady average growth rate of R6.4% over the medium term. The main cost drivers of this programme remains compensation of employees at an average rate of 60.1% of the total allocation of this programme.
CPSI STRATEGIC PLAN 2015/19
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8.3. Risk management
STRATEGIC OBJECTIVE
IDENTIFIED RISK MITIGATION STRATEGY
2.1 To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders
Investigation unearths significant complexities resulting in a longer than anticipated investigations
Proper project planning and redefining the scope of investigations
Access to data and stakeholders Solicit political support to expedite access
Escalating cost or timelines of solution development
Proper evaluation criteria that include costing and milestones
Cost of posting challenges on the Open IX Exchange
Negotiations with The Innovation Hub (TIH) executive to limit costs
Unsuccessful solution providers challenging the selection process
Ensure that the process is transparent and where funding is involved, ensure that Financial and Supply Chain Management (SCM) and other prescripts are followed to align the OpenIX process with the procurement processSolicit National Treasury advice where required
2.2 To develop case studies of selected service delivery innovations, for dissemination through the CPSI’s knowledge platforms and products
Internal capacity to develop case studies limited to one person
Contracting additional capacity when needed
Development of case study taking longer than anticipated
Strong project management and oversight to ensure timelines are met
Approval process delayed Address matter on Exco level
Stakeholders reject the findings of the case study
Restart consultative process
Insufficient funding for investigation and write-up
Seek donor funding or re-consider the selection of a particular case study
2.3 To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
No or limited Political buy in and support Official letters from MPSA to stakeholders and further stakeholder engagements
No or limited buy in from government departments
Continuous engagement with officials and official letters from Executive Director (ED) and Minister
No or limited funding for innovative projects Request for sponsorship/funding from partners (i.e. Private sector)
Time lag in stakeholder engagement and project initiation and completion
Update and approval to changes of all plans
Piloted solution in conflict with current policies and legislation
Engagements with departments for amending policies
2.4 To promote a culture of innovation in the public sector to enhance service delivery through sustaining and managing knowledge programmes, products and platforms
Poor quality and number of awards entries received
Marketing and support to new entrants on packaging of entries and linking them to previous finalist
Number of registered delegates versus actual attendees at the conference
Sustained communication until the conference
Poor quality of articles in Ideas that Work: South African Public Sector Innovation Journal
Identification of appropriate stakeholders and contributors of content.Strengthening writing and editing support
Insufficient number of attendees for the Leading Innovation in the Public Service workshops
Make sure the suggested date suites most delegates to ensure maximum attendance.
Availability of suitable facilitator due to procurement processes
Terms of reference correctly formulated to eliminate unsuitable facilitators
UNLOCKING INNOVATION
25
STRATEGIC OBJECTIVE
IDENTIFIED RISK MITIGATION STRATEGY
2.5 Participate in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Approval for sponsoring SADC participants to attend the UNPAN workshop
Solicit sponsorship for SADC participants
Obtaining approval to participate in international innovation programmes
Appropriate motivation and engagement to obtain approval
The quality of South African projects entered for international awards programmes
Support to entrants on the quality and packaging of entries
SADC countries not submitting content Encourage SADC countries to contribute contentStrengthening participation in the UNPAN workshops
Approval to visit SADC countries to promote UNPAN
Appropriate motivation for country visits.
CPSI STRATEGIC PLAN 2015/19
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N
OS
TRAT
EG
IC
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I N
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9/20
2.1
To in
vest
igat
e se
rvic
e de
liver
y ch
alle
nges
to
iden
tify
solu
tions
fo
r pos
sibl
e de
velo
pmen
t, ad
apta
tion,
pi
lotin
g an
d/
or re
plic
atio
n,
in p
artn
ersh
ip
with
the
rele
vant
st
akeh
olde
rs
2.1.
1N
umbe
r of s
peci
fic
serv
ice
deliv
ery
chal
leng
es in
vest
igat
ed
to d
eter
min
e ro
ot c
ause
s an
d id
entif
y po
ssib
le
solu
tions
2.1.
1At
leas
t thr
ee s
ervi
ce
deliv
ery
chal
leng
es
inve
stig
ated
and
po
ssib
le s
olut
ions
id
entif
ied
At le
ast t
hree
ser
vice
de
liver
y ch
alle
nges
in
vest
igat
ed a
nd
poss
ible
sol
utio
ns
iden
tifie
d
At le
ast f
our s
ervi
ce
deliv
ery
chal
leng
es
inve
stig
ated
and
po
ssib
le s
olut
ions
id
entif
ied
At le
ast t
wo
serv
ice
deliv
ery
chal
leng
es
inve
stig
ated
and
po
ssib
le s
olut
ions
id
entif
ied
At le
ast t
hree
ser
vice
de
liver
y ch
alle
nges
in
vest
igat
ed a
nd
poss
ible
sol
utio
ns
iden
tifie
d
2.1.
2N
umbe
r of i
dent
ified
se
rvic
es d
eliv
ery
chal
leng
es s
ubm
itted
to
stak
ehol
ders
to d
evel
op
solu
tions
2.1.
2At
leas
t one
iden
tifie
d ch
alle
nge
with
no
avai
labl
e so
lutio
n po
sted
on
the
Ope
nIX
Exch
ange
to in
itiat
e a
deve
lopm
ent p
roce
ss
At le
ast o
ne id
entif
ied
chal
leng
e w
ith n
o av
aila
ble
solu
tion
post
ed o
n th
e O
penI
X Ex
chan
ge to
initi
ate
a de
velo
pmen
t pro
cess
At le
ast o
ne id
entif
ied
chal
leng
e w
ith n
o av
aila
ble
solu
tion
post
ed o
n th
e O
penI
X Ex
chan
ge to
initi
ate
a de
velo
pmen
t pro
cess
At le
ast o
ne id
entif
ied
chal
leng
e w
ith n
o av
aila
ble
solu
tion
post
ed o
n th
e O
penI
X Ex
chan
ge to
initi
ate
a de
velo
pmen
t pro
cess
At le
ast o
ne id
entif
ied
chal
leng
e w
ith n
o av
aila
ble
solu
tion
post
ed o
n th
e O
penI
X Ex
chan
ge to
initi
ate
a de
velo
pmen
t pro
cess
2.2
To d
evel
op
case
stu
dies
of
sel
ecte
d se
rvic
e de
liver
y in
nova
tions
, for
di
ssem
inat
ion
thro
ugh
the
CPS
I’s k
now
ledg
e pl
atfo
rms
and
prod
ucts
2.2.
1N
umbe
r of c
ase
stud
ies
deve
lope
d fo
r di
ssem
inat
ion
thro
ugh
the
CPS
I’s k
now
ledg
e pl
atfo
rms
and
prod
ucts
2.2.
1At
leas
t 5 c
ase
stud
ies
rela
ted
to
serv
ice
deliv
ery
inno
vatio
ns d
evel
oped
fo
r dis
sem
inat
ion
At le
ast 5
cas
e st
udie
s re
late
d to
ser
vice
de
liver
y in
nova
tions
de
velo
ped
for
diss
emin
atio
n
At le
ast 5
cas
e st
udie
s re
late
d to
ser
vice
de
liver
y in
nova
tions
de
velo
ped
for
diss
emin
atio
n
At le
ast 5
cas
e st
udie
s re
late
d to
ser
vice
de
liver
y in
nova
tions
de
velo
ped
for
diss
emin
atio
n
At le
ast 5
cas
e st
udie
s re
late
d to
ser
vice
de
liver
y in
nova
tions
de
velo
ped
for
diss
emin
atio
n
2.3
To p
ilot w
ith
serv
ice
owne
rs,
dem
onst
rate
to
publ
ic s
erva
nts,
an
d fa
cilit
ate
the
repl
icat
ion,
in
iden
tifie
d se
ctor
s,
of in
nova
tive
mod
els
and
solu
tions
that
im
prov
e se
rvic
e de
liver
y
2.3.
1N
umbe
r of
inno
vativ
e se
rvic
e de
liver
y so
lutio
ns
initi
ated
for p
ilotin
g w
ith
serv
ice
owne
rs o
ver a
sh
ort-t
erm
per
iod
2.3.
1At
leas
t one
new
pilo
t in
itiat
ed to
add
ress
se
rvic
e de
liver
y ch
alle
nges
Com
plet
e th
e pi
lot
initi
ated
in 2
015/
16
to a
ddre
ss s
ervi
ce
deliv
ery
chal
leng
es
At le
ast o
ne n
ew p
ilot
initi
ated
to a
ddre
ss
serv
ice
deliv
ery
chal
leng
es
Com
plet
e th
e pi
lot
initi
ated
in 2
016/
17
to a
ddre
ss s
ervi
ce
deliv
ery
chal
leng
es
At le
ast o
ne n
ew p
ilot
initi
ated
to a
ddre
ss
serv
ice
deliv
ery
chal
leng
es
Com
plet
e th
e pi
lot
initi
ated
in 2
017/
18
to a
ddre
ss s
ervi
ce
deliv
ery
chal
leng
es
At le
ast o
ne n
ew p
ilot
initi
ated
to a
ddre
ss
serv
ice
deliv
ery
chal
leng
es
Com
plet
e th
e pi
lot
initi
ated
in 2
018/
19
to a
ddre
ss s
ervi
ce
deliv
ery
chal
leng
es
At le
ast o
ne n
ew p
ilot
initi
ated
to a
ddre
ss
serv
ice
deliv
ery
chal
leng
es
8.4. Strategic performance indicatorsFor each performance indicator and target a technical indicator description is captured in Annexure A.
UNLOCKING INNOVATION
27
SO
N
OS
TRAT
EG
IC
OB
JEC
TIV
EP
I N
OP
ER
FOR
MA
NC
E IN
DIC
ATO
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OPE
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RFO
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GET
201
9/20
2.3.
2N
umbe
r of i
nnov
ativ
e se
rvic
e de
liver
y so
lutio
ns
initi
ated
for p
ilotin
g w
ith
serv
ice
owne
rs o
ver a
m
ulti-
year
per
iod
2.3.
2At
leas
t one
new
pilo
t in
itiat
ed to
add
ress
se
rvic
e de
liver
y ch
alle
nges
Con
tinua
tion
of th
e pi
lote
d in
itiat
ed in
20
15/1
6 to
add
ress
se
rvic
e de
liver
y ch
alle
nges
Fina
lisat
ion
of th
e pi
lote
d in
itiat
ed in
20
15/1
6 to
add
ress
se
rvic
e de
liver
y ch
alle
nges
At le
ast o
ne n
ew p
ilot
initi
ated
to a
ddre
ss
serv
ice
deliv
ery
chal
leng
es
Con
tinua
tion
of th
e pi
lote
d in
itiat
ed in
20
17/1
8 to
add
ress
se
rvic
e de
liver
y ch
alle
nges
Fina
lisat
ion
of th
e pi
lote
d in
itiat
ed in
20
17/1
8 to
add
ress
se
rvic
e de
liver
y ch
alle
nges
2.3.
3N
umbe
r of v
isits
to th
e M
ulti-
med
ia In
nova
tion
Cen
tre b
y pu
blic
sec
tor
offic
ials
and
oth
er
partn
ers
2.3.
3At
leas
t 300
pub
lic
sect
or o
ffici
als
and
othe
r par
tner
s vi
site
d th
e M
MIC
At le
ast 5
0 pu
blic
se
ctor
offi
cial
s an
d ot
her p
artn
ers
visi
ted
the
MM
IC
At le
ast 3
00 p
ublic
se
ctor
offi
cial
s an
d ot
her p
artn
ers
visi
ted
the
MM
IC
At le
ast 3
00 p
ublic
se
ctor
offi
cial
s an
d ot
her p
artn
ers
visi
ted
the
MM
IC
At le
ast 3
00 p
ublic
se
ctor
offi
cial
s an
d ot
her p
artn
ers
visi
ted
the
MM
IC
2.3.
4U
pgra
ding
of e
quip
men
t an
d up
datin
g co
nten
t the
M
ulti-
med
ia In
nova
tion
Cen
tre
2.3.
4As
sess
men
t of t
he
MM
IC e
quip
men
t and
co
nten
t req
uire
men
ts
for p
ossi
ble
upgr
adin
g an
d up
datin
g in
20
16/1
7
Upg
radi
ng o
f eq
uipm
ent o
f MM
IC
and
upda
ting
cont
ent
as d
eter
min
ed b
y as
sess
men
t of
2015
/16
No
activ
ity re
quire
dN
o ac
tivity
requ
ired
Asse
ssm
ent o
f the
M
MIC
equ
ipm
ent a
nd
cont
ent r
equi
rem
ents
fo
r pos
sibl
e up
grad
ing
and
upda
ting
in
2020
/21
2.3.
5N
umbe
r of i
nnov
ativ
e pr
ojec
ts fa
cilit
ated
for
repl
icat
ion
2.3.
5Tw
o C
PSI a
war
d w
inni
ng a
nd/o
r ot
her i
nnov
atio
n pr
ojec
ts fa
cilit
ated
for
repl
icat
ion
Two
CPS
I aw
ard
win
ning
and
/or
othe
r inn
ovat
ion
proj
ects
faci
litat
ed fo
r re
plic
atio
n
Two
CPS
I aw
ard
win
ning
and
/or
othe
r inn
ovat
ion
proj
ects
faci
litat
ed fo
r re
plic
atio
n
Two
CPS
I aw
ard
win
ning
and
/or
othe
r inn
ovat
ion
proj
ects
faci
litat
ed fo
r re
plic
atio
n
Two
CPS
I aw
ard
win
ning
and
/or
othe
r inn
ovat
ion
proj
ects
faci
litat
ed fo
r re
plic
atio
n re
plic
atio
n 2.
4To
pro
mot
e a
cultu
re o
f in
nova
tion
in th
e pu
blic
sec
tor t
o en
hanc
e se
rvic
e de
liver
y th
roug
h su
stai
ning
an
d m
anag
ing
know
ledg
e pr
ogra
mm
es,
prod
ucts
and
pl
atfo
rms
2.4.
1N
umbe
r of f
inal
ist
inno
vatio
n pr
ojec
ts o
r pr
ogra
mm
es re
cogn
ised
in
the
Annu
al C
PSI
Publ
ic S
ecto
r Aw
ards
ce
rem
ony
to e
ncou
rage
an
d pr
omot
e in
nova
tion
in th
e pu
blic
sec
tor
2.4.
1At
leas
t fou
r pro
ject
s pe
r cat
egor
y id
entif
ied
and
reco
gnis
ed in
a
form
al a
war
ds
cere
mon
y
At le
ast f
our p
roje
cts
per c
ateg
ory
iden
tifie
d an
d re
cogn
ised
in
a fo
rmal
aw
ards
ce
rem
ony
At le
ast f
our p
roje
cts
per c
ateg
ory
iden
tifie
d an
d re
cogn
ised
in
a fo
rmal
aw
ards
ce
rem
ony
At le
ast f
our p
roje
cts
per c
ateg
ory
iden
tifie
d an
d re
cogn
ised
in
a fo
rmal
aw
ards
ce
rem
ony
At le
ast f
our p
roje
cts
per c
ateg
ory
iden
tifie
d an
d re
cogn
ised
in
a fo
rmal
aw
ards
ce
rem
ony
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SO
N
OS
TRAT
EG
IC
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EP
I N
OP
ER
FOR
MA
NC
E IN
DIC
ATO
RP
T N
OPE
RFO
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16PE
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ANC
E TA
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ET 2
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17PE
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ET 2
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18PE
RFO
RM
ANC
E TA
RG
ET 2
018/
19PE
RFO
RM
ANC
E
TAR
GET
201
9/20
2.4.
2Kn
owle
dge
on p
ublic
se
rvic
e in
nova
tions
sh
ared
and
exc
hang
ed
thro
ugh
the
Annu
al
Publ
ic S
ecto
r Inn
ovat
ion
Con
fere
nce
to
enco
urag
e le
arni
ng a
nd
repl
icat
ion
2.4.
2H
ost t
he A
nnua
l Pub
lic
Sect
or In
nova
tion
Con
fere
nce
to s
hare
at
leas
t fiv
e in
nova
tive
case
stu
dies
and
a
pane
l of e
xper
t di
scus
sion
hel
d
Hos
t the
Ann
ual P
ublic
Se
ctor
Inno
vatio
n C
onfe
renc
e to
sha
re
at le
ast f
ive
inno
vativ
e ca
se s
tudi
es a
nd
a pa
nel o
f exp
ert
disc
ussi
on h
eld
Hos
t the
Ann
ual P
ublic
Se
ctor
Inno
vatio
n C
onfe
renc
e to
sha
re
at le
ast f
ive
inno
vativ
e ca
se s
tudi
es a
nd
a pa
nel o
f exp
ert
disc
ussi
on h
eld
Hos
t the
Ann
ual P
ublic
Se
ctor
Inno
vatio
n C
onfe
renc
e to
sha
re
at le
ast f
ive
inno
vativ
e ca
se s
tudi
es a
nd
a pa
nel o
f exp
ert
disc
ussi
on h
eld.
Hos
t the
Ann
ual P
ublic
Se
ctor
Inno
vatio
n C
onfe
renc
e to
sha
re
at le
ast f
ive
inno
vativ
e ca
se s
tudi
es a
nd
a pa
nel o
f exp
ert
disc
ussi
on h
eld
2.4.
3N
umbe
r of e
ditio
ns o
f th
e Id
eas
that
Wor
k:
The
Sout
h Af
rican
Pu
blic
Sec
tor i
nnov
atio
n Jo
urna
l pub
lishe
d to
en
cour
age
lear
ning
2.4.
3Vo
l 6 Is
sue
1 an
d 2
of
the
Idea
s th
at W
ork:
Th
e So
uth
Afric
an
Publ
ic S
ecto
r Inn
ovat
ion
Jour
nal p
ublis
hed
with
at l
east
5 c
ase
stud
ies
and
copi
es
diss
emin
ated
to th
e pu
blic
sec
tor,
acad
emia
an
d st
akeh
olde
rs
Vol 7
Issu
e 1
and
2 of
th
e Id
eas
that
Wor
k:
The
Sout
h Af
rican
Pu
blic
Sec
tor I
nnov
atio
n Jo
urna
l pub
lishe
d w
ith a
t lea
st 5
cas
e st
udie
s an
d co
pies
di
ssem
inat
ed to
the
publ
ic s
ecto
r, ac
adem
ia
and
stak
ehol
ders
Vol 8
Issu
e 1
and
2 of
th
e Id
eas
that
Wor
k:
The
Sout
h Af
rican
Pu
blic
Sec
tor I
nnov
atio
n Jo
urna
l pub
lishe
d w
ith a
t lea
st 5
cas
e st
udie
s an
d co
pies
di
ssem
inat
ed to
the
publ
ic s
ecto
r, ac
adem
ia
and
stak
ehol
ders
Vol 9
Issu
e 1
and
2 of
th
e Id
eas
that
Wor
k:
The
Sout
h Af
rican
Pu
blic
Sec
tor I
nnov
atio
n Jo
urna
l pub
lishe
d w
ith a
t lea
st 5
cas
e st
udie
s an
d co
pies
di
ssem
inat
ed to
the
publ
ic s
ecto
r, ac
adem
ia
and
stak
ehol
ders
Vol 1
0 Is
sue
1 an
d 2
of th
e Id
eas
that
Wor
k:
The
Sout
h Af
rican
Pu
blic
Sec
tor I
nnov
atio
n Jo
urna
l pub
lishe
d w
ith a
t lea
st 5
cas
e st
udie
s an
d co
pies
di
ssem
inat
ed to
the
publ
ic s
ecto
r, ac
adem
ia
and
stak
ehol
ders
2.4.
4N
umbe
r of w
orks
hops
on
Lea
ding
Inno
vatio
n in
the
Publ
ic S
ervi
ce
to b
uild
cap
acity
in th
e pu
blic
ser
vice
hel
d
2.4.
4Tw
o w
orks
hops
hel
d an
d at
tend
ed b
y pu
blic
of
ficia
ls
Two
wor
ksho
ps h
eld
and
atte
nded
by
publ
ic
offic
ials
Two
wor
ksho
ps h
eld
and
atte
nded
by
publ
ic
offic
ials
Two
wor
ksho
ps h
eld
and
atte
nded
by
publ
ic
offic
ials
Two
wor
ksho
ps h
eld
and
atte
nded
by
publ
ic
offic
ials
2.5
Parti
cipa
te in
re
gion
al a
nd
inte
rnat
iona
l in
nova
tion
prog
ram
mes
for
lear
ning
, sha
ring
and
prof
iling
of
Sout
h Af
rican
in
nova
tions
to
stre
ngth
en g
ood
gove
rnan
ce
initi
ativ
es
2.5.
1N
umbe
r of c
onte
nt it
ems
on In
nova
tion,
Pub
lic
Adm
inis
tratio
n an
d Fi
nanc
e, u
ploa
ded
onto
th
e U
NPA
N P
orta
l as
the
SAD
C O
nlin
e R
egio
nal
Cen
tre to
con
tribu
te to
th
e st
reng
then
ing
of
publ
ic a
dmin
istra
tion
and
good
gov
erna
nce
initi
ativ
es
2.5.
1U
ploa
d 12
00 c
onte
nt
item
s on
inno
vatio
n,
publ
ic a
dmin
istra
tion
and
finan
ce o
nto
the
UN
PAN
Por
tal
Upl
oad
1200
con
tent
ite
ms
on in
nova
tion,
pu
blic
adm
inis
tratio
n an
d fin
ance
ont
o th
e U
NPA
N P
orta
l
Upl
oad
1200
con
tent
ite
ms
on in
nova
tion,
pu
blic
adm
inis
tratio
n an
d fin
ance
ont
o th
e U
NPA
N P
orta
l
Upl
oad
1200
con
tent
ite
ms
on in
nova
tion,
pu
blic
adm
inis
tratio
n an
d fin
ance
ont
o th
e U
NPA
N P
orta
l
Upl
oad
1200
con
tent
ite
ms
on in
nova
tion,
pu
blic
adm
inis
tratio
n an
d fin
ance
ont
o th
e U
NPA
N P
orta
l
UNLOCKING INNOVATION
29
SO
N
OS
TRAT
EG
IC
OB
JEC
TIV
EP
I N
OP
ER
FOR
MA
NC
E IN
DIC
ATO
RP
T N
OPE
RFO
RM
ANC
E TA
RG
ET 2
015/
16PE
RFO
RM
ANC
E TA
RG
ET 2
016/
17PE
RFO
RM
ANC
E TA
RG
ET 2
017/
18PE
RFO
RM
ANC
E TA
RG
ET 2
018/
19PE
RFO
RM
ANC
E
TAR
GET
201
9/20
2.5.
2U
NPA
N S
ADC
regi
onal
w
orks
hop
host
ed to
m
axim
ize
SAD
C's
cont
ent c
ontri
butio
n to
th
e U
NPA
N P
orta
l
2.5.
2H
ost a
UN
PAN
SA
DC
regi
onal
w
orks
hop
atte
nded
by
repr
esen
tativ
es fr
om
SAD
C c
ount
ries
Hos
t a U
NPA
N
SAD
C re
gion
al
wor
ksho
p at
tend
ed b
y re
pres
enta
tives
from
SA
DC
cou
ntrie
s
Hos
t a U
NPA
N
SAD
C re
gion
al
wor
ksho
p at
tend
ed b
y re
pres
enta
tives
from
SA
DC
cou
ntrie
s
Hos
t a U
NPA
N
SAD
C re
gion
al
wor
ksho
p at
tend
ed b
y re
pres
enta
tives
from
SA
DC
cou
ntrie
s
Hos
t a U
NPA
N
SAD
C re
gion
al
wor
ksho
p at
tend
ed b
y re
pres
enta
tives
from
SA
DC
cou
ntrie
s
2.5.
3N
umbe
r of c
ount
ry v
isits
co
nduc
ted
to c
reat
e aw
aren
ess
on U
NPA
N
2.5.
3C
ondu
ct tw
o SA
DC
co
untry
vis
itsC
ondu
ct tw
o SA
DC
co
untry
vis
itsC
ondu
ct tw
o SA
DC
co
untry
vis
itsC
ondu
ct tw
o SA
DC
co
untry
vis
itsC
ondu
ct tw
o SA
DC
co
untry
vis
its
2.5.
4N
umbe
r of S
outh
Afri
can
inno
vatio
n pr
ojec
ts
supp
orte
d to
ent
er in
to
Inte
rnat
iona
l Aw
ards
Pr
ogra
mm
es
2.5.
4En
ter a
t lea
st e
ight
So
uth
Afric
an p
ublic
se
rvic
e in
nova
tion
proj
ects
into
In
tern
atio
nal A
war
ds
Prog
ram
mes
Ente
r at l
east
eig
ht
Sout
h Af
rican
pub
lic
serv
ice
inno
vatio
n pr
ojec
ts in
to
Inte
rnat
iona
l Aw
ards
Pr
ogra
mm
es
Ente
r at l
east
eig
ht
Sout
h Af
rican
pub
lic
serv
ice
inno
vatio
n pr
ojec
ts in
to
Inte
rnat
iona
l Aw
ards
Pr
ogra
mm
es
Ente
r at l
east
eig
ht
Sout
h Af
rican
pub
lic
serv
ice
inno
vatio
n pr
ojec
ts in
to
Inte
rnat
iona
l Aw
ards
Pr
ogra
mm
es
Ente
r at l
east
eig
ht
Sout
h Af
rican
pub
lic
serv
ice
inno
vatio
n pr
ojec
ts in
to
Inte
rnat
iona
l Aw
ards
Pr
ogra
mm
es
2.5.
5N
umbe
r of r
egio
nal a
nd
inte
rnat
iona
l inn
ovat
ion
prog
ram
mes
par
ticip
ated
in
for l
earn
ing,
sha
ring
and
prof
iling
of S
outh
Af
rican
inno
vatio
ns
to s
treng
then
goo
d go
vern
ance
initi
ativ
e
2.5.
5Pa
rtici
pate
in a
t le
ast t
wo
regi
onal
an
d in
tern
atio
nal
prog
ram
mes
Parti
cipa
te in
at
leas
t tw
o re
gion
al
and
inte
rnat
iona
l pr
ogra
mm
es
Parti
cipa
te in
at
leas
t tw
o re
gion
al
and
inte
rnat
iona
l pr
ogra
mm
es
Parti
cipa
te in
at
leas
t tw
o re
gion
al
and
inte
rnat
iona
l pr
ogra
mm
es
Parti
cipa
te in
at
leas
t tw
o re
gion
al
and
inte
rnat
iona
l pr
ogra
mm
es
PART C: LINKS TO OTHER PLANS
UNLOCKING INNOVATION
31
9. 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.
10. Conditional grants
The CPSI does not have any Conditional grants.
11. Public entities
The CPSI has no oversight role over a public entity.
12. Public-private partnerships
The CPSI does not participate in any public-private partnership projects.
ANNEXURE A
UNLOCKING INNOVATION
33
STRATEGIC OUTCOME ORIENTED GOAL 1
THE CULTURE AND PRACTICE OF INNOVATION ENTRENCHED FOR IMPROVED, EFFECTIVE AND EFFICIENT PUBLIC SERVICE DELIVERY
Short definition Explanation
Identified service delivery challenges addressed through the promotion of a solution focused public service where the working environment supports the generation of new ideas and their transformation into practical innovative solutions Promotion of innovation refers to 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)
Purpose/importance The ever changing and escalating needs of our citizens require sophisticated approaches and solutions to complex service delivery demands. Where policies and strategies are failing to achieve public service delivery goals, innovation becomes an important vehicle to find new extra ordinary, unconventional, alternative ways of delivering services. Innovation needs to be cultivated within specific sectors and the CPSI promotes the entrenchment of innovation through its programmes
Source/collection of data 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)
Method of calculation Number of editions of the Ideas that Work: The South African Public Sector Innovation Journal published and copies disseminated throughout the public sector, academia and stakeholders Number of Public Sector Innovation Conferences hostedNumber of entries to the Public Sector Awards ProgrammeNumber of case studies developed
Data limitations None
Type of indicator Outputs related to the promotion of the culture of innovation and innovative solutions that addresses service delivery challenges
Calculation type Non-cumulative
Reporting cycle Annually
New indicator Amended strategic outcome oriented goals (combined and streamlined Strategic Oriented Goal 1 and 3)
Desired performance All departments have an Innovation champions and units
Indicator responsibility Enabling Environment and Research and Development
i. Technical indicator for Strategic outcome oriented goals of the organisation
CPSI STRATEGIC PLAN 2015/19
34
STRATEGIC OUTCOME ORIENTED GOAL 2
FINDING, DEVELOPING AND PROMOTING REPLICATION OF SERVICE DELIVERY INNOVATIONS
Short definition Explanation
Opportunities provided for the incubation of new solutions and the replication of existing innovative solutions to address service delivery challenges The opportunities CPSI provide refer to the leading, managing, facilitation and or coordination of innovation processes. This may include the development, testing and piloting of innovative solutions and unearthing, assessing and adaptation of existing to address service delivery challenges.
The CPSI does not deliver any services to citizens but plays a facilitative role in enabling other departments to improve their services through innovation. As the support to departments and other public entities is demand-driven, the nature of engagement is unique to each initiative.
Purpose/importance The ever changing and escalating needs of our citizens require sophisticated approaches and solutions to complex service delivery demands. Where policies and strategies are failing to achieve public service delivery goals, innovation becomes an important vehicle to find new extra ordinary, unconventional, alternative ways of delivering services. In some instances the CPSI has to lead the development of new innovations, processes, models and systems or the replication of unearthed innovations.
Source/collection of data Project related documentationMethod of calculation Simple count of number of new and replicated innovative projects initiated.
Initiate refers to the formal start of a project following on an internal investigation which include resource availability, appropriateness of the project and stakeholder buy in.
Data limitations As the support to departments and other public entities is demand-driven, the nature of engagement is unique to each initiative, the processes and time relating to new and the replication of innovative projects are dependent on other stakeholders and not always in the CPSI’s control.
Type of indicator Output for new solutions and the replication of existing innovative solutions to address service delivery challenges
Calculation type Non-cumulative
Reporting cycle Annually
New indicator New
Desired performance Innovative Public Service
Indicator responsibility Solution Support and Incubation and Research and Development
UNLOCKING INNOVATION
35
STRATEGIC OBJECTIVE TITLE
EFFECTIVE INTEGRATED PLANNING AND REPORTING
Strategic Objective 1.1 Performance Indicator 1.1.1
Consolidate and monitor the implementation of the performance plans in line with the organisation’s strategic priorities and statutory reporting regulations
Compliance with annual statutory reporting requirements on organisation performance
Short definition Consolidate and monitor the implementation of the performance plans in line with the organisation’s strategic priorities and statutory reporting regulations
Compliance with annual statutory reporting requirements on organisation performance
Explanation − Consolidate refers to the consolidation of information from the different components into one report, in a format determined by frameworks or guidelines issued by National Treasury, or in the absence thereof in a format as determined by the organisation
− Monitor refers to the process of reporting to the Executive Director on the performance of the organisation, and correctional steps on under-performance
− Strategic priorities refers to the priorities as determined in the organisation’s strategic plan
− Statutory reporting regulations refers to prescribed legislation and frameworks issued by National Treasury and/or the Accounting General
− Statutory reporting regulations refers to prescribed legislation and frameworks issued by National Treasury and/or the Accounting General
− Performance plans refers to the organisation’s Annual Performance plan, the Annual Report and revised strategic plan when required, submitted to the MPSA, the DPSA, the DPME and the National Treasury and Quarterly reports submitted to DPSA, DPME and National Treasury
− Submission refers to the submission in hard or soft (electronic) format, as required
Purpose/importance
Compliance to statutory reporting requirements Compliance to statutory reporting requirements to reporting on the organisation's performance
Source/collection of data
− Annual Performance plan tabled in Parliament− Annual Report tabled in Parliament and submitted
to DPSA and the National Treasury− Quarterly reports submitted to the MPSA, the
DPSA, DPME and the National Treasury
− Annual Performance plan tabled in Parliament− Annual Report, and revised Strategic Plan (when
required) tabled in Parliament and submitted to the MPSA, DPSA, DPME and the National Treasury; and
− Quarterly reports submitted to MPSA, DPSA, DPME and the National Treasury
Method of calculation − Proof of submission for the Annual Performance plan to the MPSA for tabling in Parliament
− Proof of submission for the Annual Report and revised Strategic Plan (when required) to the MPSA for tabling in Parliament and proof of submission to the DPSA, DPME and the National Treasury; and
− Proof of submission of Quarterly reports submitted to the MPSA, DPSA, DPME and the National Treasury
− Proof of submission for the Annual Performance Plan to the MPSA for tabling in Parliament
− Proof of submission for the Annual Report and revised Strategic Plan (when required) to the MPSA for tabling in Parliament and proof of submission to the DPSA, DPME and the National Treasury; and
− Proof of submission of Quarterly reports submitted to the MPSA, DPSA, DPME and the National Treasury
Data limitations None None
Type of indicator Output Effective Integrated planning and reporting
Calculation type Non-cumulative Non-cumulative
Reporting cycle Quarterly/ Annually Quarterly Annually
New indicator New New
Desired performance To be fully compliant to statutory requirements Achieving greater efficiency and effectiveness in the Integrated planning and reporting of the organisation
Indicator responsibility Strategic Management Strategic Management
ii. Technical indicators for Programme 1: Administration – Subprogramme: Strategic Management
CPSI STRATEGIC PLAN 2015/19
36
STRATEGIC OBJECTIVE TITLE
EFFECTIVE CORPORATE RESOURCE MANAGEMENT
Strategic Objective 1.2 Performance Indicator 1.2.1
To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency
Number of CRM policies, procedures and strategies identified, developed or reviewed and implemented
Short definition To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency
Number of CRM policies, procedures, plan or strategies identified, developed or reviewed and implemented
Explanation − Develop refers to the process of drafting, capturing, updating and benchmarking a policy, procedure, plans or strategies which is linked to applicable prescripts or identified through an audit process, a change in applicable prescript or identified requirements
− Implementation involves the process of informing internal officials of a new or revised policy or procedure and verifying the implications thereof through compliance
− Corporate Resources Management (CRM) consists of a number of functional support units: Human Resources Management, Information and Communication Technology, Facilities and Security Management
− Identified refers to the internal consultative process for establishing the requirements to develop or amend a policy, procedure, plan or strategy which is linked to applicable prescripts or identified through an audit process, a change in applicable prescript or identified requirements
− Develop refers to the process of drafting, capturing, updating and benchmarking a policy, procedure, plan or strategy
− Implementation involves the process of informing internal officials of a new or revised policy or procedure and verifying the implications thereof through compliance
− Corporate Resources Management (CRM) consists of a number of functional support units: Human Resources Management, Information and Communication Technology, Facilities and Security Management
Purpose/importance
Efficient and effective Corporate Resource Management to support the organisation to fulfil its mandate
Efficient and effective Corporate Resource Management systems to support the organisation, strengthening internal controls and compliance to legislation and prescripts
Source/collection of data
Approved Corporate Resource Management policies, procedures, plans and strategies
Developed, approved and implemented CRM policies, procedures, plans or strategies
Method of calculation Count the number of Corporate Resource Management policies, procedures, plans and strategies which were developed and implemented
Number of approved CRM policies, procedures, plans or strategies
Data limitations None None
Type of indicator Output Output
Calculation type Cumulative Cumulative
Reporting cycle Annually Annually
New indicator New New
Desired performance Achieving efficiency and effectiveness Corporate Resource Management of the organisation, strengthening internal controls and compliance to legislation and prescripts
Achieving efficiency and effectiveness Corporate Resource Management of the organisation, strengthening internal controls and compliance to legislation and prescripts
Indicator responsibility Corporate Resource Management Corporate Resource Management
iii. Technical indicators Programme 1: Administration – Subprogramme: Corporate Resource Management
UNLOCKING INNOVATION
37
STRATEGIC OBJECTIVE TITLE
EFFECTIVE FINANCIAL MANAGEMENT
Strategic Objective 1.3 Performance Indicator 1.3.1 Performance Indicator 1.3.2
To provide effective financial and supply-chain management by monitoring the organisation's expenditure and ensuring compliance with statutory reporting requirements
Compliance with statutory reporting requirements on financial and supply chain management
Number of financial or supply chain management policies or procedures identified, developed or reviewed and implemented
Short definition To provide effective financial and supply-chain management by monitoring the organisation’s expenditure and ensuring compliance with statutory reporting requirements
Compliance with statutory reporting requirements on financial and supply chain management
Number of financial or supply chain management policies or procedures identified, developed or reviewed and implemented
Explanation − Effective financial and supply-chain management refers to the monitoring of financial and supply chain managements policies, procedures and systems to ensure compliance
− Monitoring of expenditure refers to the reporting of spending of the organisation in line with applicable prescripts and legislation
− Ensuring compliance refers to adherence to all statutory reporting requirements as prescribed in legislation and frameworks such as the PFMA, Treasury Regulations, Treasury Instructions and all Supply Chain Management frameworks and other legislation
− Statutory reporting requirements refer to prescripts, legislation and frameworks such as the PFMA, Treasury Regulations, Treasury Instructions and all Supply Chain Management frameworks and other legislation
− Identified refers to the internal consultative process for establishing the requirements to develop or amend a policy or procedure which is linked to applicable prescripts or identified through an audit process, a change in applicable prescript or identified requirements
− Develop refers to the process of drafting, capturing, updating and benchmarking a policy or procedure
− Implementation involves the process of informing internal officials of a new or revised policy or procedure and verified the implication through compliance
Purpose/importance
Compliance to statutory regulations with regard to financial and supply chain management
Compliance to statutory reporting regulations with regard to financial and supply chain management
Improvement of existing policies or procedures or creating new policies or procedure to strengthens the organisation's internal control and accountability
Source/collection of data
− Quarterly financial management reports
− Submission of statutory reporting requirements (i.e. Medium Term Expenditure Framework, Adjusted Estimates, Estimates of National Expenditure, Annual Financial Statements, Departmental procurement plan and Consultancy reduction plan)
− Quarterly financial management reports
− Submission of statutory reporting requirements (i.e. Medium Term Expenditure Framework, Adjusted Estimates, Estimates of National Expenditure, Annual Financial Statements, Departmental Procurement Plan and Consultancy Reduction Plan)
Count of approved financial and supply chain management policy or procedure, annually
Method of calculation
Proof of submissions of each of the requirements
Proof of submissions of each of the requirements
Number of approved financial and supply chain management policies or procedures
Data limitations None None None
Type of indicator Outputs Outputs Output
Calculation type Non-cumulative Non-cumulative Cumulative
Reporting cycle Quarterly and Annually Quarterly and Annually Annually
New indicator New New NewDesired performance
To be fully compliant to statutory requirements
To be fully compliant to statutory requirements
To improve existing policies or procedures or creating new policies or procedure ensure compliance with all statutory requirements
Indicator responsibility
Office of the Chief Financial Officer Office of the Chief Financial Officer Office of the Chief Financial Officer
iv. Technical indicators for Programme 1: Administration – Subprogramme: Office of the Chief Financial Officer
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v. Technical indicator for Strategic objective of Programme 2: Public Sector – Subprogramme: Research and Development
STRATEGIC OBJECTIVE TITLE
IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS
Strategic Objective 2.1 Performance Indicator 2.1.1 Performance Indicator 2.1.2
To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders
Number of specific service delivery challenges investigated to determine root causes and identify possible solutions
Number of identified service delivery challenges submitted to stakeholders to develop solutions
Short definition To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders
Number of specific service delivery challenges investigated to determine root causes and identify possible solutions
Number of identified service delivery challenges submitted to stakeholders to develop solutions
Explanation − Investigates refers to the analysis of service delivery challenges to identify their root causes
− The identification of solutions refers to desktop research or using the platforms and programmes to find solutions related to the challenge(s)
− Development means creating a solutions related to the challenge(s) where a solution does not exist
− Adaptation means modifying an already existing solution to fit the need better
− Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Replication means the repetition of innovative solutions in one or more environments
− Stakeholders refer to the public service delivery sector and role players within the National System of Innovation, including private, academic and NGO sectors
− Investigates refers to the analysis of service delivery challenges to identify their root causes
− The identification of solutions refers to desktop research or using the platforms and programmes to find solutions related to the challenge(s).
− Stakeholders refer to the public service delivery sector and role players within the National System of Innovation, including private, academic and NGO sectors
− Service delivery challenges refer to factors that prevent service delivery institutions to achieve their service delivery mandates that may include blockages, outdate delivery models, resource constraints
− Development means creating a solutions related to the challenge(s) where a solution does not exist
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STRATEGIC OBJECTIVE TITLE
IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONSStrategic Objective 2.1 Performance Indicator 2.1.1 Performance Indicator 2.1.2
To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders
Number of specific service delivery challenges investigated to determine root causes and identify possible solutions
Number of identified service delivery challenges submitted to stakeholders to develop solutions
Purpose/importance
Many available solutions are neither sustainable nor targeted because they are not addressing root causes but are superficial. Investigating the root causes of service delivery challenges further ensures that addressing symptoms only is avoided. It is important not to reinventing the wheel where solutions already exist. It is further important to be involved in the development to ensure that it adheres to the agreed terms.
Many available solutions are neither sustainable nor targeted because they are not addressing root causes but are superficial. Investigating the root causes of service delivery challenges further ensures that addressing symptoms only is avoided
Many available solutions are neither sustainable nor targeted because they are not addressing root causes but are superficial. Investigating the root causes of service delivery challenges further ensures that addressing symptoms only is avoided.
Source/collection of data
− Investigation/ Research reports
− Minutes of engagements
− Investigation/ Research reports
− Minutes of engagements
Investigation/ Research reportsMinutes of engagements
Method of calculation Count of number of Investigations
Count of number of Investigations
Count of number of Investigations
Data limitations None None None
Type of indicator Output Output - actual investigation of the service delivery challenges
Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually AnnuallyNew indicator New New NewDesired performance The innovation process is
research driven to ensure reliability and validity
Each challenge is thoroughly investigated
Each challenge thoroughly investigated
Indicator responsibility Research and Development Research and Development Research and Development
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STRATEGIC OBJECTIVE TITLE
CASE STUDY DEVELOPMENT
Strategic Objective 2.2 Performance Indicator 2.2.1
To develop case studies of selected service delivery innovations, for dissemination through the CPSI's knowledge platforms and products
Number of case studies developed for dissemination through the CPSI's knowledge platforms and products
Short definition To develop case studies of selected service delivery innovations, for dissemination through the CPSI’s knowledge platforms and products
Number of case studies developed for dissemination through the CPSI’s knowledge platforms and products
Explanation − Develop case studies refer to the writing up of completed innovative projects using general accepted research methodologies
− Selected service delivery innovations refer to the process of prioritising those innovations that have greater potential for maximum impact. Prioritising of case studies is based on an internal consultative process using existing programmes and platforms to identify service delivery innovations
− Knowledge platforms and products refers to Ideas that Work: The South African Public Sector innovation Journal, the Public Sector Innovation Conferences, the Public Sector Innovation Awards Programme or similar
− Develop case studies refer to the writing up of completed innovative projects using general accepted research methodologies. The source of case studies: Awards programme, Conference, Partners, Concluded CPSI pilot projects and Replication projects, International innovations
− Dissemination through the CPSI knowledge platforms and products refers to sharing and availing through the Ideas that Work: The South African Public Sector innovation Journal, the Public Sector Innovation Conferences, and/or the Public Sector Innovation Awards Programme
Purpose/importance
A ascribe to principles of a learning organisation by coordinating the intellectual capital of the public sector for learning. Exposure to captured innovative practices empowers other innovate and replicate
A ascribe to principles of a learning organisation by coordinating the intellectual capital of the public sector for learning. Exposure to captured innovative practices empowers other innovate and replicate
Source/collection of data
Case studies developed and disseminated through the knowledge platforms and products
Case studies developed and disseminated through the knowledge platforms and products
Method of calculation Count of number of case studies developed and disseminated through the knowledge platforms and products
Count of number of case studies developed and disseminated through the knowledge platforms and products
Data limitations None None
Type of indicator Output Output
Calculation type Non-cumulative Non-cumulative
Reporting cycle Annually Annually
New indicator Amended Amended
Desired performance To have a growing of innovation repositories for learning and replications
To have a growing of innovation repositories for learning and replications
Indicator responsibility Research and Development Research and Development
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vi. Technical indicators for Programme 2: Public Sector – Subprogramme: Solution Support and Incubation
STRATEGIC OBJECTIVE TITLE
IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS
Strategic Objective 2.3 Performance Indicator 2.3.1 Performance Indicator 2.3.2
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative service delivery solutions initiated for piloting with service owners over a short-term period
Number of innovative service delivery solutions initiated for piloting with service owners over a multi-year period
Short definition To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative service delivery solutions initiated for piloting with service owners over a short-term period
Number of innovative service delivery solutions initiated for piloting with service owners over a multi-year period
Explanation − Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Demonstration refers to the providing access to knowledge repositories through the Multi-Media Innovation Centre and platforms such as the virtual MMIC, and the website
− Knowledge repositories refers to a collection of innovative service delivery case studies, tools and processes for learning, improving business processes and possible replication
− 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
− As the support to departments and other public entities is demand-driven, the nature of engagement is unique to each initiative, the processes and time relating to new and the replication of innovative projects are dependent on other stakeholders and not always in the CPSI’s control
− Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Initiated for piloting refers to the start of the implementation of the project after stakeholder engagement, resource mobilisation and approval of the project plan
− Service owners refer to government departments, institutions or agencies that deliver a government service directly to the citizen such as Home Affairs, education/schools, Health/Hospitals, etc.
− Over a short-term period refers to a period not exceeding 15 months
− Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Initiated for piloting refers to the start of the implementation of the project after stakeholder engagement, resource mobilisation and approval of the project plan
− Service owners refer to government departments, institutions or agencies that deliver a government service directly to the citizen such as Home Affairs, education/schools, Health/Hospitals, etc.
− Over a multi-year period refers to a period of a minimum of 2 and maximum of 3 years
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STRATEGIC OBJECTIVE TITLE
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS
Strategic Objective 2.3 Performance Indicator 2.3.1 Performance Indicator 2.3.2
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative service delivery solutions initiated for piloting with service owners over a short-term period
Number of innovative service delivery solutions initiated for piloting with service owners over a multi-year period
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 demystified 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.
To avoid wasting resource it is necessary to replicate tried and tested innovative solutions.
To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges
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 demystified 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.
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 demystified 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 plans/reports of projects being facilitated for replications
− Project plan/ reports of projects being piloted
− Visitor attendance registers of visitors to the MMIC
− Project plan/ reports of projects being piloted
− Project plan/ reports of projects being piloted
Method of calculation
− Number of projects being facilitated for replications
− Number of projects being piloted − Number of visitors to the MMIC
− Number of projects being piloted
− Number of projects being piloted
Data limitations None None None
Type of indicator Outputs Outputs Outputs
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Short-term and multi-year Short-term Multi-yearNew indicator Combined Combined CombinedDesired performance
A capable and innovative public service that continues to improve its impact in line with citizens changing needs
A capable and innovative public service that continues to improve its impact in line with citizens changing needs
A capable and innovative public service that continues to improve its impact in line with citizens changing needs
Indicator responsibility
Solution Support and Incubation Solution Support and Incubation Solution Support and Incubation
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STRATEGIC OBJECTIVE TITLE
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS
Strategic Objective 2.3 Performance Indicator 2.3.3 Performance Indicator 2.3.4
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of visits to the Multi-media Innovation Centre by public sector officials and other partners
Upgrading of equipment and updating content in the Multi-media Innovation Centre
Short definition To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of visits to the Multi-media Innovation Centre by public sector officials and other partners
Upgrading of equipment and updating content in the Multi-media Innovation Centre
Explanation − Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Demonstration refers to the providing access to knowledge repositories through the Multi-Media Innovation Centre and platforms such as the virtual MMIC, and the website
− Knowledge repositories refers to a collection of innovative service delivery case studies, tools and processes for learning, improving business processes and possible replication
− 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
− As the support to departments and other public entities is demand-driven, the nature of engagement is unique to each initiative, the processes and time relating to new and the replication of innovative projects are dependent on other stakeholders and not always in the CPSI’s control
− Visit to the MMIC means the number of people visiting the MMIC for learning, demonstration of public sector innovations and planning purposes. This include taking the tour of the MMIC and sharing of good practices and presentation by CPSI officials
− Upgrading of equipment includes the procurement and installation of latest hard and software technologies
− Updating of content includes the development of new content, packaging it in the appropriate format and upload it to the MMIC equipment
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STRATEGIC OBJECTIVE TITLE
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONSStrategic Objective 2.3 Performance Indicator 2.3.3 Performance Indicator 2.3.4
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of visits to the Multi-media Innovation Centre by public sector officials and other partners
Upgrading of equipment and updating content in the Multi-media Innovation Centre
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 demystified 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.
To avoid wasting resource it is necessary to replicate tried and tested innovative solutions.
To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges
To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges
To ensure that the MMIC remains current and reflects the latest innovations
Source/collection of data
− Project plans/reports of projects being facilitated for replications
− Project plan/reports of projects being piloted
− Visitor attendance registers of visitors to the MMIC
Visitor attendance registers of visitors to the MMIC
Number of upgrades and content items updated
Method of calculation − Number of projects being facilitated for replications
− Number of projects being piloted
− Number of visitors to the MMIC
Number of visitors to the MMIC Number of upgrades and content items updated
Data limitations None None None
Type of indicator Outputs Outputs Output
Calculation type Non-Cumulative Non-cumulative Non-cumulative
Reporting cycle Short-term and multi-year Annually Once every fourth yearNew indicator Combined Combined AmendedDesired performance A capable and innovative
public service that continues to improve its impact in line with citizens changing needs
A capable and innovative public service that continues to improve its impact in line with citizens changing needs
To provide an updated and current platform to demonstrate innovative practices
Indicator responsibility Solution Support and Incubation Solution Support and Incubation Solution Support and Incubation
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STRATEGIC OBJECTIVE TITLE
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS
Strategic Objective 2.3 Performance Indicator 2.3.5
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative projects facilitated for replication
Short definition To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative projects facilitated for replication
Explanation − Piloting refers to the testing of new models, approaches and prototypes in a controlled environment for a limited period of time, to establish appropriateness and feasibility of the solutions, for potential mainstreaming by the appropriate service delivery institution/sector
− Demonstration refers to the providing access to knowledge repositories through the Multi-Media Innovation Centre and platforms such as the virtual MMIC, and the website
− Knowledge repositories refers to a collection of innovative service delivery case studies, tools and processes for learning, improving business processes and possible replication
− 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
− As the support to departments and other public entities is demand-driven, the nature of engagement is unique to each initiative, the processes and time relating to new and the replication of innovative projects are dependent on other stakeholders and not always in the CPSI’s control
− 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
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 demystified 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. To avoid wasting resource it is necessary to replicate tried and tested innovative solutions. To capacitate public servants by demonstrating existing innovations, illustrating the value of innovation for service delivery and providing opportunities to interrogate challenges
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 demystified for public servants to understand and embrace as a solution to their challenges.
To avoid wasting resource it is necessary to replicate tried and tested innovative solutions
Source/collection of data
− Project plans/reports of projects being facilitated for replications
− Project plan/reports of projects being piloted− Visitor attendance registers of visitors to the
MMIC
Project plans/reports of projects being facilitated for replications
Method of calculation − Number of projects being facilitated for replications
− Number of projects being piloted − Number of visitors to the MMIC
Number of projects being facilitated for replications
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STRATEGIC OBJECTIVE TITLE
PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONSStrategic Objective 2.3 Performance Indicator 2.3.5
To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery
Number of innovative projects facilitated for replication
Data limitations None None
Type of indicator Outputs Outputs
Calculation type Non-cumulative Non-cumulative
Reporting cycle Short-term and multi-year AnnuallyNew indicator Combined CombinedDesired performance A capable and innovative public service that
continues to improve its impact in line with citizens changing needs
A capable and innovative public service that continues to improve its impact in line with citizens changing needs
Indicator responsibility Solution Support and Incubation Solution Support and Incubation
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STRATEGIC OBJECTIVE TITLE
INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS
Strategic Objective 2.4 Performance Indicator 2.4.1 Performance Indicator 2.4.2
To promote a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms
Number of finalist innovation projects or programmes recognised in the Annual CPSI Public Sector Awards Ceremony to encourage and promote innovation in the public sector
Knowledge on public service innovations shared and exchanged through the Annual Public Sector Innovation Conference to encourage learning and replication
Short definition To promote a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms
Number of finalist innovation projects or programmes recognised in the Annual CPSI Public Sector Awards Ceremony to encourage and promote innovation in the public sector
Knowledge on public service innovations shared and exchanged through Annual Public Sector Innovation Conference to encourage learning and replication
Explanation − Promotion of a culture of innovation refers to changing the mind-set, attitudes and behaviour of public officials to be able to challenge themselves to be solution focussed in their approached and be able to generate news ideas and innovative solutions.
− Knowledge programmes, platforms and products refers to Ideas that Work: The South African Public Sector innovation Journal, Public Sector Innovation Conferences, Public Sector Innovation Awards Programme or any similar initiative.
− Finalist innovation projects or programmes refers to innovation projects or programmes entered into the CPSI Awards Programme, identified by an Adjudication panel as finalists, and verified and validated through site visits by internal officials
− Recognise refers to presenting finalists projects with a trophy and/or prize at an awards ceremony.
− Shared and exchanged through the Annual Public Sector Innovation Conference means bringing together delegates with representation from all spheres of government, NGOs and private sector to engage on public sector innovation under a specific theme.
Purpose/importance
Programmes, platforms and products are viable tools for creating a community of innovators for sharing of knowledge, experiences and best practices
Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices
Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices
Source/collection of data
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)
Entries to an annual CPSI Awards programme
Number of public service innovations shared and exchanged through an annual conference
Method of calculation − Number of editions of the Ideas that Work: The South African Public Sector Innovation Journal published and copies disseminated throughout the public sector, academia and stakeholders
− Number of Public Sector Innovation Conferences hosted
− Number of entries to the Public Sector Awards Programme
Number of finalist innovation projects or programmes recognised in the formal awards ceremony, and captured in the Annual the Public Sector Awards Programme publication
Number of public service innovations shared and exchanged through an annual conference
vii. Technical indicators for Programme 2: Public Sector – Subprogramme: Enabling Environment
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STRATEGIC OBJECTIVE TITLE
INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS
Strategic Objective 2.4 Performance Indicator 2.4.1 Performance Indicator 2.4.2
To promote a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms
Number of finalist innovation projects or programmes recognised in the Annual CPSI Public Sector Awards Ceremony to encourage and promote innovation in the public sector
Knowledge on public service innovations shared and exchanged through the Annual Public Sector Innovation Conference to encourage learning and replication
Data limitations None None None
Type of indicator Output Output Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually Annually
New indicator Amended Amended Amended
Desired performance All sectors embrace innovation All sectors embrace innovation All sectors embrace innovation
Indicator responsibility Enabling Environment Enabling Environment Enabling Environment
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STRATEGIC OBJECTIVE TITLE
INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS
Strategic Objective 2.4 Performance Indicator 2.4.3 Performance Indicator 2.4.4
To promote a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms
Number of editions of the Ideas that Work: The South African Public Sector innovation Journal published to encourage learning
Number of workshops on Leading Innovation workshops in the Public Service to build capacity in the public service held
Short definition To promote a culture of innovation in the public sector for enhancing service delivery through sustaining and managing knowledge programmes, products and platforms
Number of the Ideas that Work: The South African Public Sector innovation Journal published to encourage learning
Number of workshops on Leading Innovation workshops in the Public Service to build capacity in the public service held
Explanation − Promotion of a culture of innovation refers to changing the mind-set, attitudes and behaviour of public officials to be able to challenge themselves to be solution focussed in their approached and be able to generate news ideas and innovative solutions
− Knowledge programmes, platforms and products refers to Ideas that Work: The South African Public Sector innovation Journal, Public Sector Innovation Conferences, Public Sector Innovation Awards Programme
− Publishing means soliciting of content for layout, design and printing of Issue 1 and Issue 2 of the Ideas that Work: The South African Public Sector Innovation Journal.
− Soliciting content refers to approaching and supporting content owners with a request to publish their content in the Ideas that Work: The South African Public Sector Innovation Journal, and supporting them in the writing and editing process
− The Leading Innovation workshop is a shortened version of NQF aligned Executive module on Innovation management which will be facilitated by the CPSI to public officials
Purpose/importance
Programmes, platforms and products are viable tools for creating a community of innovators for sharing of knowledge, experiences and best practices
Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices
Programmes, platforms and products used to create a community of innovators for sharing of knowledge, experiences and best practices
Source/collection of data
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)
Number of editions published annually
Number of workshops held
Method of calculation
− Number of editions of the Ideas that Work: The South African Public Sector Innovation Journal published and copies disseminated throughout the public sector, academia and stakeholders
− Number of Public Sector Innovation Conferences hosted
− Number of entries to the Public Sector Awards Programme
Count the number of editions published annually
Counting of workshops held and attendance registers
Data limitations None None None
Type of indicator Output Output Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually Annually
New indicator Amended Amended Amended
Desired performance
All sectors embrace innovation All sectors embrace innovation All sectors embrace innovation
Indicator responsibility
Enabling Environment Enabling Environment Enabling Environment
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STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.1 Performance Indicator 2.5.2
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of content items on Innovation, Public Administration and Finance, uploaded onto the UNPAN Portal as the SADC Online Regional Centre to contribute to the strengthening of public administration and good governance initiatives
UNPAN SADC regional workshop hosted to maximize SADC's content contribution to the UNPAN Portal
Short definition Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of content items on Innovation, Public Administration and Finance, uploaded onto the UNPAN Portal as the SADC Online Regional Centre to contribute to the strengthening of public administration and good governance initiatives
UNPAN SADC regional workshop hosted to maximize SADC’s content contribution to the UNPAN Portal
Explanation − 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
− UN includes membership on CEPA, SADC Online Regional Centre for UNPAN and other activities such as service on Expert Group on transferring innovation to Least Developing Countries
− CAPAM includes membership
− Profiling refers to the entering of South African Innovations to international awards programme such as United Nations Public Service Award (UNPSA), CAPAM, AAPSIA and AAPAM to share South African practices, brand the country and promote global learning
− Sharing refers to the uploading of public sector relates documents and news feeds to the UNPAN portal and making inputs and presentations available
− Content uploads on UNPAN refers to public administration documents, news and events from the SADC region availed on the United National Public Administration Network Portal. CPSI has the rights to upload content through a content management system on www.unpan.org on behalf of the SADC region
− The regional workshop refers to a workshop hosted by CPSI wherein SADC countries are invited to attend annually as part of strengthening the SADC content contribution to the UNPAN Portal
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 and thus has to participate
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 and thus has to participate
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 and thus has to participate
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STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.1 Performance Indicator 2.5.2
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of content items on Innovation, Public Administration and Finance, uploaded onto the UNPAN Portal as the SADC Online Regional Centre to contribute to the strengthening of public administration and good governance initiatives
UNPAN SADC regional workshop hosted to maximize SADC's content contribution to the UNPAN Portal
Source/collection of data
− Number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Number of capacity building and knowledge sharing workshop hosted for member countries
− Number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Number of content uploads to the UNPAN portal
Number of capacity building and knowledge sharing workshop hosted for member countries
Method of calculation − Counting the number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Counting the number capacity building and knowledge sharing workshop hosted for member countries
− Counting the number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Counting the number of content uploads to the UNPAN portal to the SADC region for learning and sharing
Counting the number capacity building and knowledge sharing workshop hosted for member countries
Data limitations None None None
Type of indicator Output Output Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually AnnuallyNew indicator Amended Amended AmendedDesired performance An active global network
on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
Indicator responsibility Enabling Environment Enabling Environment Enabling Environment
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STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.3 Performance Indicator 2.5.4
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of country visits conducted to create awareness on UNPAN
Number of South African innovation projects supported to enter into International Awards Programmes
Short definition Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of country visits conducted to create awareness on UNPAN
Number of South African innovation projects supported to enter into International Awards Programmes
Explanation − 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
− UN includes membership on CEPA, SADC Online Regional Centre for UNPAN and other activities such as service on Expert Group on transferring innovation to Least Developing Countries
− CAPAM includes membership
− Profiling refers to the entering of South African Innovations to international awards programme such as United Nations Public Service Award (UNPSA), CAPAM, AAPSIA and AAPAM to share South African practices, brand the country and promote global learning
− Sharing refers to the uploading of public sector relates documents and news feeds to the UNPAN portal and making inputs and presentations available
− Country visits refers to the trips undertaken to the SADC member countries to create awareness and promote the use of UNPAN Portal as a knowledge repository on public service innovation and administration
− Supporting South African projects to enter for International Awards Programmes refers to the actual entering of the South African public service innovation projects in International Awards Programmes for example the United Nations Public Service Awards which are held annually. The projects entered include CPSI Awards finalists and any other South African public service innovative projects
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 and thus has to participate
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 and thus has to participate
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 and thus has to participate
Source/collection of data
− Number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Number of capacity building and knowledge sharing workshop hosted for member countries
− Number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
The number of South African projects entered in International Awards Programmes
CPSI STRATEGIC PLAN 2015/19
54
STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.3 Performance target 2.5.4
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of country visits conducted to create awareness on UNPAN
Conduct two SADC country visits
Method of calculation − Counting the number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Counting the number capacity building and knowledge sharing workshop hosted for member countries
− Counting the number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Counting the number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Counting the number of South African projects entered in International Awards Programmes
Data limitations None None None
Type of indicator Output Output Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually AnnuallyNew indicator Amended Amended AmendedDesired performance An active global network
on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
Indicator responsibility Enabling Environment Enabling Environment Enabling Environment
UNLOCKING INNOVATION
55
STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.5
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of regional and international innovation programmes participated in for learning, sharing and profiling of South African innovations to strengthen good governance initiative
Short definition Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of regional and international innovation programmes participated in for learning, sharing and profiling of South African innovations to strengthen good governance initiative
Explanation − Participation in regional and international innovation programmes 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
− UN includes membership of CEPA, SADC Online Regional Centre for UNPAN and other activities such as service on Expert Group on transferring innovation to Least Developing Countries.
− CAPAM includes membership
− Profiling refers to the entering of South African Innovations to international awards programme such as United Nations Public Service Award (UNPSA), CAPAM, AAPSIA and AAPAM to share South African practices, brand the country and promote global learning
− Sharing refers to the uploading of public sector relates documents and news feeds to the UNPAN portal and making inputs and presentations available
− Regional and international innovation programmes refers to activities of the United Nations Committee of Experts on Public Administration (CEPA), United Nations Expert Group on Least Developed Countries, ORganisation of Economic Cooperation and Development (OECD), the Commonwealth Public Administration Association (CAPAM) programmes, African Association of Public Administration and Management (AAPAM) or similar
− Participation refers to attendance of CEPA, OECD, AAPAM, CAPAM and other experts group 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 and thus has to participate
Global sharing of innovative practices to address similar service delivery challenges, avoiding reinventing the wheel, learning amongst countries becomes imperative.
Source/collection of data
− Number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Number of capacity building and knowledge sharing workshop hosted for member countries
− Number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Number of regional and international innovation programmes participated in
Method of calculation − Counting the number of content uploads to the UNPAN portal to the SADC region for learning and sharing
− Counting the number capacity building and knowledge sharing workshop hosted for member countries
− Counting the number country visits to SADC members state to promote the use of and contribution to the UNPAN portal
Counting the number of regional and international innovation programmes participated in
CPSI STRATEGIC PLAN 2015/19
56
STRATEGIC OBJECTIVE TITLE
CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENAStrategic Objective 2.5 Performance Indicator 2.5.5 Performance target 2.5.5
Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives
Number of regional and international innovation programmes participated in for learning, sharing and profiling of South African innovations to strengthen good governance initiative
Participate in at least two regional and international programmes
Data limitations None None None
Type of indicator Output Output Output
Calculation type Non-cumulative Non-cumulative Non-cumulative
Reporting cycle Annually Annually AnnuallyNew indicator Amended Amended AmendedDesired performance An active global network
on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
An active global network on public sector innovation initiatives towards good governance
Indicator responsibility Enabling Environment Enabling Environment Enabling Environment
UNLOCKING INNOVATION
57
UNLOCKING INNOVATION
ADDRESS
www.cpsi.co.za
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ISBN: 978-0-621-43366-1RP54/2015
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