Centre for Public Service Innovation (CPSI) 7 March 2012 CPSI Organisational Structure Presentation to the Portfolio Committee on Public Service and Administration

2 Content Background Role & Model of CPSI Work Streams Programmes Current Structure Case for a review of the structure Remaining Gaps Towards an ideal structure Challenges Next steps

3 Background CPSI established as Section 21 company with – outsourcing model (contracted expertise) – Small unit of 5 senior & middle managers. – Operational costs funded by donors, sponsors and through cost recovery Service delivery model revised when changed to a Government Component in 2008 – Started to develop internal capacity in support of the Minister’s legislative mandate: Minister 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”. Public Service Act of 1994 as amended in 2007

4 Role of CPSI Role of the CPSI in terms of the legislative mandate: – The CPSI bridges the gap between the National System of Innovation (NSI) and the public sector to ensure innovations are translated into improved service delivery. – It has therefore become a facility of the whole of government, established to entrench and drive the culture and practice of innovation in the Public Service in response to identified service delivery challenges and focussed on government’s priority outcomes. – The role of the CPSI can thus be defined as: Unearthing, encouraging, rewarding, showcasing, piloting & mainstreaming innovation in the public sector

5 Service Delivery Model Approach: – Work in partnership with sectors to identify challenges relating to government priorities – Set up integrated stakeholder teams to interrogate the challenge, explore innovative solutions to improve service delivery and funding model (CPSI does not own a government service) – Oversee testing and piloting – ensure in line with government legislation whilst challenging outdated rules and regulations – Ensure Intellectual property issues are dealt with (TIA guidelines) – Ensure ownership is appropriately allocated for mainstreaming and sustainability

6 Work Streams Model requires 3 work streams with strong advisory, project management and knowledge management capabilities: Research and Development to investigate service delivery challenges and recommend sustainable models and solutions for innovative service delivery Solution Support and Incubation to demonstrate, lead the piloting and mainstreaming of innovative solutions (ICT and non-ICT) Enabling Environment to entrench a culture and practice of innovation

7 Work Streams The three work streams are supported by: – Corporate services To oversee the shared services agreement with DPSA (MoU in terms of Section 7A(4)(d) of the PSA - (d) may include any administrative or operational matter relating to the component, including the sharing of internal services with the principal department;) to ensure compliance to all Public Service and Treasury Regulations and other legislation (e.g. OHS) – Stakeholder and partnership management (currently integrated with CDs due to a lack of capacity) Leveraging best practices in the private and not-for-profit sectors Leverage Corporate Social Investment (CSI) Manage sponsorships and in-kind support

8 Programmes Work flow between the work streams / value chain: – Annual awards programme is the primary feeder Innovations aligned to government’s priorities are identified, rewarded and then: – showcased in the Multi-Media Innovation Centre, – presented to decision-makers and implementers at the annual CPSI conference, – Profiled in the Public Sector Innovation Journal, and – Replicated nationally and across sectors where possible – Multi-Media Innovation Centre (MMIC) has become a hub for decision-makers and implementers to interrogate challenges an incubator of new innovations – Established a network of past innovators as champions and mentors and bringing together innovators around a specific challenge – New innovations are initiated through research and development Testing and piloting (e.g. SAPS project) Transfer of ownership – International innovations and best practices are shared through knowledge portals (e.g. UNPAN, AAPSIA).

9 Current Structure Executive Director (AO) CD: Research and Development & CS CD: Solution Support and Incubation CD: Enabling Environment PA & Leave + chief user clerk D: Corporate Services (v) DD: Office Manager Receptionist/ Innovation Centre Liaison Officer (c) DD: Communications DD: Solution Support (c) D: Incubation DD: Knowledge Management (v) Administrator & Assets DD: Innovation Research & KM Administrator & AAPSIA Marketing & Research (c) Administrator & Multi Media Note: a number of staff members fulfil dual roles with no back-up support.

10 Human Resources as at 29/02/2012

11 Case for supplementing the structure 1.Focus mandate on government priorities, specifically Outcome 12 (to build an efficient, effective and development oriented public service) - but also in support of the other Outcomes. 2. Broad-based replication and leveraging mobile services (ICT & non-ICT). 3.Ensure capacity to respond to demands from line departments and local government. Demands since oversight visit: SARS - interventions and support to departments National Treasury - PFMA, procurement Labour - Systems and processes, mobile offices Ekurhuleni, Sedibeng - innovation, systems and processes Health, SASSA - Mobile services 4.Governance: Ensure compliance with statutory requirements (as specified in Public Service Regulations, Treasury Regulations and other requirements) 5.Allow for future requirements (e.g. receive funding through a transfer payment, managing IP & corporate support).

12 Steps taken toward new functional structure 1.Solicited Treasury budget support funding (donor funding) for short term capacity needs. 2.Requested DPSA to review structure and suggest ideal structure aligned to mandate, business processes and ensure proper governance. 3. Short term contracts to support immediate demands (e.g. AAPSIA).

13 Current Budget

14 Identified gaps in structure 1.Need to convert 2y & 3y contract posts (funded by NT) into permanent posts 2.Need to strengthen corporate governance : only one person overseeing all corporate management and one office manager. 3.Strengthening technical capacities, especially project management and technical support capacities. 4.Strengthening stakeholder management to ensure: Stronger private sector and NGO involvement Soliciting of sponsorships and in-kind support Ensuring sustainable replication and transfer of ownership Management of IP, SLAs and MoUs 5. Operational Budget in support of deliverables

15 Towards an ideal structure - Existing, funded - Unfunded - Treasury funded

16 Challenges On establishment as a Government Component in April 2008 the CPSI was not fully resourced and the structure still reflected the “old” delivery model. Some additional human and operational resources from DPSA allowed for a basic structure of 16 posts. Restructuring at DPSA and a subsequent moratorium on the filling of posts also put a hold on CPSI capacity building. Whilst the PSA determined the accountability of the ED, the PFMA has not yet been aligned for Government Components with a staff of less than 50 – Gazetting of Government Notice now provides legal basis – Working closely with DPSA to resolve uncertainty around financial accountability with NT Opening of a trading account will further assist with funding innovations

17 Thank you Thank you.