1. Presentation to Portfolio Committee
3 MAY 2017
CENTRE FOR PUBLIC SERVICE INNOVATION
ANNUAL PERFORMANCE PLAN
(APP)
2017/18

2. Contents Introduction Overview of Programmes
Amendments to the 2015/2019 Strategic Plan
Strategic Objectives
Strategic Objectives: Annual Targets
2017/18 Annual Performance Targets
MTEF Allocations per Programme
MTEF Allocations per Economic Classification

3. Introduction
The Mandate of the CPSI derives from the Public Service Act locating the responsibility for public service innovation in the Minister
It is a cross-cutting facility of government to entrench and drive the culture and practice of innovation in the public sector (solution-focussed public sector)
It addresses identified service delivery challenges in line with government’s priority outcomes as articulated in the MTSF and National Development Plan
The mandate is achieved, as articulated in the strategic plan, through unearthing, encouraging, rewarding, showcasing, piloting & facilitating the replication and mainstreaming of innovation in the public sector
CPSI partners with various sectors, including Health, Safety and Security and Education to deliver on MTSF targets by:
collaborating on the development of prototypes, mapping & revamping of innovative processes, models, replication, etc. to address specified challenges as articulated by these sectors and in NDP Diagnostic Report

4. Introduction
The CPSI’s 2017/18 Annual Performance Plan is aligned to the organisation’s five year Strategic Plan which was tabled in Parliament.
The APP includes the annual targets for the remaining three years of the MTEF

5. Overview of Programmes
Programme 1: Administration: This programme provides strategic leadership, overall management of and support to the organisation. It has three Sub-programmes, namely:
Strategic Management
Corporate Resource Management
Office of the Chief Financial Officer
Programme 2: Public Sector Innovation
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.

6. Amendments to the 2015/2020 Strategic Plan
Following extensive engagement with DPME, the CPSI has reviewed and revised its Strategic Plan. The following revisions were effected:
The Strategic Outcome Oriented Goals and the Strategic Objectives as captured in the 2015/2020 Strategic Plan have been revised.
Annual Targets for the Five-year Strategic Objectives have been added to the revised Strategic Plan.
The revisions to the CPSI Strategic Plan have been published as an Annexure to the 2017/18 APP.

7. New Strategic Outcome Oriented Goal
The culture and practice of innovation entrenched in the public sector
Goal Statement
The culture and practice of innovation entrenched in the public sector through effective and efficient innovative solutions to improve service delivery

8. New Strategic Objectives
Programme 1: Administration
Strategic Objective 1
Effective corporate governance
Objective Statement
An efficient, effective and high performing organisation through reviewing, developing, monitoring and reporting on the financial and non-financial performance information in line with the organisation’s strategic priorities and statutory reporting requirements
Programme 2 - Public Sector Innovation
Research and Development, Solution Support and Incubation and Enabling Environment
Strategic Objective 2
Improve the effectiveness and efficiency of public sector service delivery
Objective statement
Improve the effectiveness and efficiency of public sector service delivery through introducing and demonstrating the viability of innovative service delivery solutions and manage and sustain an innovation knowledge sharing and capacity building programme

9. Strategic Objectives: Annual Targets
4 annual targets for 2017/18
Programme 1
Unqualified audit outcome for 2017/18
Programme 2
Research and development of potential innovative models and Solutions
Incubation of innovative solutions for the public sector
Nurturing of an enabling environment for innovation in the public sector

10. PROGRAMME 1 ANNUAL PERFORMANCE TARGETS

11. 2017/18 Annual Performance Targets Programme 1
9 Performance Targets for 2017/18:
(Focussed on compliance with statutory reporting requirements, human resource and financial and supply chain management)
Review the organisation’s Strategic Plan and develop the Annual Performance Plan and submit to the Executive Authority (for tabling in Parliament), DPSA, DPME, AGSA and the National Treasury within the required time frames to comply with legislation, frameworks and prescripts
Quarterly performance reports submitted to the Executive Authority, DPSA, DPME and the National Treasury within 30 days from the end of each quarter
Annual Report developed and submitted to AGSA for audit, the National Treasury and the Executive Authority for tabling in Parliament within the required time frames
At least two (2) CRM policies and/or strategies develop and/or reviewed and implement annually
Quarterly and annual financial statements submitted to the MPSA, DPSA and the National Treasury

12. 2017/18 Annual Performance Targets Programme 1
Quarterly ICT Governance Framework reports developed and submitted to EXCO for approval
Three (3) budget review documents prepared and submitted to the DPSA and the National Treasury
Annual and quarterly Financial Statement, free from material misstatements prepared and submitted to AGSA, DPSA and the National Treasury
100 percent of all undisputed invoices paid within 30 days
Annual Organisational Procurement Plan submitted to the Chief Procurement Officer and implementation monitored and reported quartely

13. PROGRAMME 2 2017/18 ANNUAL PERFORMANCE TARGETS

14. An integrated approach
Culture & practice of innovation entrenched through effective and efficient innovative solutions to improve service delivery
Understanding Challenges
Finding or Developing new Solutions
Forward-looking
R&D
Testing and Piloting
Demonstrating
Facilitating
Replicating
SSI
Unearthing and Rewarding
Learning and Knowledge Sharing
Capacity Building EE
Pilot and Replication Projects
(short and longer term)
Multi-Media Innovation Centre
Platforms & Products
(Local, Regional, global)

15. 2017/18 Annual Performance Targets Programme 2
15 performance targets for 2017/18 to deliver on the three objectives
Investigate at least three (3) service delivery challenges to identify possible solutions
Finalisation of one (1) pilot project initiated in 2015/16 to address service delivery challenges (multi-year project)
Finalisation of one (1) pilot project initiated in 2016/17 to address service delivery challenges (short-term project)
At least one (1) new pilot project initiated to address service delivery challenges over a multi-year period
At least one (1) new pilot project initiated to address service delivery challenges over a short-term period

16. 2017/18 Annual Performance Targets Programme 2 Cont…..
Identify, facilitate and support two (2) CPSI award winning and/or other innovation projects for replication
At least 330 public sector officials and other partners access the Multi-media Innovation Centre
At least four (4) projects per category identified and recognised through the CPSI Awards ptogramme
Host the Annual Public Sector Innovation Conference as a platform to entrench innovation.
Vol 8 Issue 1 and 2 of “Ideas that Work” : The South African Public Sector Innovation Journal published

17. 2017/18 Annual Performance Targets Programme 2 Cont…..
Four (4) training sessions on Leading Innovation in the Public Service to build capacity in the public service held and attended by public officials
Upload (SADC) content items on innovation, public administration and finance onto the UNPAN Portal
Host a UNPAN SADC regional workshop attended by representatives from SADC countries
Enter at least eight (8) South African public service innovation projects into International Awards Programmes
Participate in at least two SADC or international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiative

18. 2017-2019 MTEF Allocations per Programme
Medium-term expenditure estimate
Rand thousand
2017/18
2018/19
2019/20
Programmes
Administration
18 675
19 854
21 442
Public Sector Innovation
15 380
16 176
16 995
Total for Programmes
34 055
36 030
38 437
Change to 2016 Budget Estimate
379
401
427

19. MTEF Allocations per Economic Classification
Medium-term expenditure estimate
Rand thousand
2017/18
2018/19
2019/20
Economic classification
Compensation of employees
18 360
19 425
20 902
Goods and services
15 448
16 351
16 979
Transfers and subsidies 1
Payments for capital assets
246
253
555
Payments for financial assets -
Total economic classification
34 055
36 030
38 437

20. THANK YOU!