Centre for Public Service Innovation Briefing for Portfolio Committee on Public Service and Administ

1
Centre for Public Service InnovationBriefing
for Portfolio Committee on Public Service and
Administration 20 August 2008

2
Presentation

• Objectives of presentation
• Mandate
• Purpose of CPSI
• CPSI as Government Component
• CPSI approach / model
• Initiatives
• Organisation of work structure
• Work plan
• Post establishment
• Budget and spending
• Additional requirements
• Conclusion

3
1. Objectives of this presentation to the
Portfolio Committee

• Introduction of the organisation as the first
  Government Component
• Provide an overview of the CPSIs
• Mandates and proposed medium term objectives,
• Organisational structure
• Resource requirements
• Engage with the Portfolio Committee on priorities
  and focus areas, especially regarding sectoral
  innovation

4
2. Mandate

• The CPSI was established (as a Section 21 entity)
  by the Minister for the Public Service
  Administration in 2002 with a mandate to
• Provide the Minister with independent, diverse,
  and forward-looking research findings and advice
  on service delivery innovation.
• Enhance public service delivery through
  innovation partnerships and projects.
• Create an enabling environment that nurtures,
  supports and encourages innovation within the
  Public Sector.

5
3. Purpose of the CPSI

• Vision Solution-focused developmental public
  service
• Purpose to entrench a culture and practice of
  innovation in the public sector through
• Researching service delivery challenges and the
  development of appropriate innovations
• Incubating demonstrating innovation
• Encouraging rewarding innovation
• Leveraging partnerships (Premiers offices,
  sectors, SOEs, academic, NGO, donor and private
  sectors)
• Guide and facilitate collaboration around
  specific challenges
• Leverage resources and knowledge
• Provincial reach (Premiers Awards)

6
4. CPSI as Government Component

• In 2006 the CPSI was de-established as a Section
  21 entity and brought into the DPSA as a
  sub-programme under SDI (but retaining a separate
  identity location).
• With the promulgation of the Public Service
  Amendment Act of 2007, it has now been
  established as the first Government Component.
  Therefore
• It now has its own Accounting Officer (Executive
  Director)
• Requires an operational arrangement (MoU) with
  the line department to ensure good governance and
  simplify corporate services
• Funding is ring-fenced within DPSA Vote 8 as
  separate programme
• Mandate is separate from that of the DPSA
• Has 3 comprehensive sub-programmes

7
5. The CPSI model/approach

• Fundamental principles
• Partnering with Sectors Sectors play leading
  role noting that we are not delivering services
  hand over
• Demand-driven innovation with a purpose
  respond to identified service delivery challenges
• ICT an enabler - Exploit the power of technology
  in our operations, noting that innovation is both
  ICT and non-ICT
• Originality/newness rather than duplication
• Knowledge sharing and learning

8
5. Model/approach continued

• Equity inclusiveness - Leverage resources from
  multiple sources partners (against
  preferentiality)
• Embracing diversity - Forum of experts around a
  particular problem/challenge (fully
  representative private, ICT, academic, NGO
  sectors)
• led by CPSI relevant sector
• to interrogate the challenge
• to explore solution potential service
  provider/s
• to explore funding model for solution
• to address IP issues

9
6. Past and current initiatives

• Since its establishment the CPSI has introduced
  numerous innovations to the Public Service
• eGovernment
• Batho Pele Gateway Portal now the responsibility
  of GCIS which presents a single face of
  government for the citizen.
• PITs - Public Internet Terminals Partnered with
  SAPO to link Batho Pele Gateway Portal to PITs
• General Service Counters (in Thusong Centres) -
  integrated front-desks at which specially trained
  officials are able to offer information and
  services on a range of government services,
  including those of departments not necessarily
  present in the Centre. These have become
  permanent features in Thusong Centres

10
6. Past and current initiatives (cont.)

• Mobile technology
• Track and Trace - an 24/7 SMS Notification and
  Querying Facility for the Department of Home
  Affairs, originally to check your marital status,
  now extended to track the status of you ID Book
  or Passport application
• Dokoza - a cost effective system for data and
  transaction exchange for medical services -
  doctors access test results used as reminder
• Mohwiti Technologies Access Health, a locally
  developed solution to improve patient referrals
  between local clinics and district hospitals

11
6. Past and current initiatives (cont.)

• Awards Public Sector Innovation Awards since
  2003
• Knowledge Platforms and Products
• Innovation Conference since 2007
• Future Watch e.g. Red Tape to Smart Tape
• Case Studies
• Innovation Insights
• Innova
• CDW Handbook
• International Partnerships
• UNPAN Membership SADC ORC
• Committee of Experts in Public Administration
  (UN) observer status
• CAPAM Members
• All -Africa Public Sector Innovation Awards
  Technical Advisors and Secretariat

12
7. Organisation of work

• Work is organised around four work-streams with
  strong matrix arrangements
• 1. CD Research Development
• 2. CD Solution support incubation
• 3. D Enabling environment
• 4. D Programme Management (internal Corporate
  function)

13
Structure
             
14
7.1. Research Development

• Purpose To research develop sustainable
  models for innovative service delivery
  (continuous validity reliability)
• Functions
• Research/investigate service delivery
  challenges, needs and possible innovative
  solutions and models within the public sector
• Analyse and explore suitability of solutions and
  models that could inform innovative service
  delivery (development) and propose ME approach
  for implementation
• Track and record innovative projects in all
  spheres of government and internationally for
  knowledge sharing and possible replication
• Develop maintain research partnerships and
  stakeholder management
• Posts
• 1 Chief Director (Vacant) 1 Administrator
  (Vacant)
• 1 Director 1 DD

15
7.2 Solution Support Incubation

• Purpose To facilitate the creation, adaptation,
  piloting and mainstreaming of innovative
  solutions within the public sector
• Functions
• Explore innovative solutions with relevant
  stakeholders to improve service delivery in the
  public sector
• Customise/adapt global and local solutions to
  address service delivery challenges
• Build and maintain ICT and non-ICT partnerships
  with appropriate stakeholders, institutions and
  experts
• Provide a platform for the public sector for
  sharing, demonstrating and incubating innovative
  solutions to service delivery challenges
• Posts
• 1 Chief Director (Vacant)
• 2 Directors 1 Administrator

16
7.3 Enabling Environment

• Purpose To create and sustain an enabling
  environment which entrenches a culture of
  innovation in the public sector through
  innovation platforms products
• Functions
• Establish, maintain and collaborate on local and
  international innovation learning knowledge
  management platforms and products
• Promote innovation management in partnership
  with relevant stakeholders
• Promote awareness on and advocate for the
  importance of innovation in the public sector
• Posts
• 1 Director
• 1 DD
• 1 ASD Communications
• 1 Contract (UNPAN)

17
7.4 Programme Management

• Purpose To ensure systematic and effective
  programme co-ordination and administration
• Functions
• Overall Project management
• Co-ordinate all project duties related to the
  Executive Director and the IAP
• Provide an effective and efficient back office
  support service (office management) to the CPSI
• Co-ordinate activities around reporting and
  information management
• Posts
• 1 Director
• 1 DD (Office Manager)
• 1 Receptionist (Vacant)

18
8. Work plan
19
8.Work plan
20
8. Work plan
21
8. Work plan
22
8. Work plan
23
8. Work plan
24
9. Establishment
Approved
Additional requirements
25
10. Budget and spending (July 08)
26
11. Additional requirements
27
12. Conclusion

• Innovation is the catalyst in speeding up service
  delivery or bridging gaps in the context of
  strong and complex demands from citizens
• Innovation facilitates maximum access to quality
  services for the vulnerable
• Independence ensures a cross-cutting mandate for
  maximum sectoral impact
• CPSI is ideally positioned to provide space for
  officials to be innovative outside confines of
  normal work environment
• CPSI provides a risk-friendly environment for
  piloting and testing

28

• Innovation is
• applied creativity that is contextually
  relevant
• For us, this means in a public sector and NSI
  context
• the process of transforming an idea, generally
  through RD, into a new or improved product,
  service, process or approach which serves the
  mandate of government and the real needs of
  society

29
Thank you