1. Presentations to the Portfolio Committee on the 2014/15 Annual Report Q 2 performance Forward Funding Requirements 14 October 2015

2. Overview of the Centre for Public Service Innovation In terms of the Public Service Act, the Minister for Public Service and Administration is, among others, responsible for Innovation in the Public Service In 2008 became first Government Component to be listed as per amended Public Service Act of 2007 with Executive Director as Accounting Officer (HoD) reporting to the Executive Authority 2

3. 2. Mandate The Mandate of the CPSI derives from the Public Service Act (as amended in 2007) and is articulated in Government Notice 24562 of 2 September 2011. The CPSI is a facility of government, established to entrench and drive the culture and practice of innovation in the public sector: - in response to identified service delivery challenges - In line with government’s priority outcomes as articulated in the MTSF and National Development Plan - To achieve a solution-focussed public sector, ultimately departments innovating independent of the CPSI The CPSI bridges the gap between science & technology innovations and public service delivery innovations by ◦ bringing the public service delivery context to the science & technology based National System of Innovation (Chapter 1 & 3 of NDP). - Note: Public sector innovations include both S&T and non- S&T innovations 3

4. 3. Strategic outcome oriented goals Service delivery innovations found, developed and promoted for replication and scaling up. The culture and practice of innovation entrenched for improved, effective and efficient public service delivery. Achieving these goals through: Unearthing, encouraging, rewarding, showcasing, piloting & facilitating the replication and mainstreaming of innovation in the public sector In this regard, the focus is on: Testing and piloting of new innovations/prototypes - Providing space & risk- friendly environment for piloting innovative solutions. Completed pilots handed over to relevant departments. Creating and strengthening an enabling environment for innovation within and throughout the public sector - Growing the knowledge repository of innovative practices, tools and approaches, Multi-Media Innovation Centre (MMIC) Recognising and awarding innovations (unearth hidden solutions) - public sector innovations aimed at improving service delivery (Awards programme) Facilitating the replication and scaling up of local and international innovative solutions, approaches and models for sector-specific mainstreaming 4

5. Annual Programme Performance Report Performance has been verified and validated by Internal Audit and Risk Management Directorate and endorsed by the Audit Committee. Rating of Performance: Achieved The planned quarterly targets have been achieved Not AchievedThe planned quarterly targets have not been achieved 5

6. 2014/15 Annual Performance and Auditor General Report 6 In the Auditor General’s opinion, the performance information of the CPSI as set out in the annual performance report is useful and reliable in all material respects and in accordance with the identified performance management and reporting framework.

7. Overview of Performance Programme No. of Annual Targets No. of Targets Achieved No. of Targets Not achieved Performance in % Research and Development 44-100% Enabling Environment77-100% Solution Support and Incubation42250% OVERALL CPSI PERFOMANCE1513287% 7

8. Highlights AR 2014/15 8 Concluded the piloting of the multi-year Cooperative Inland Waterways Safety Programme (CIWSP) at 3 national dams (Vanderkloof [NC/FS], Theewaterskloof [WC] and Boskop[NW]) with Toolkit developed, including -Construction and operation of wash bays to contain alien invasive plant species - Invasive plants significantly reduce the holding capacity of dams, clog reticulation system, requiring billions to clean up and remove -Incident management system for emergencies and reporting of pollution rolled out nationally Impact: Toolkit now basis for DWS Resource Management Plans (RMPs) to stimulate sustainable use and economic development around dams. Job creation – 12 “environmental monitors” trained. Additional 24 expected to be trained by end of financial year. More than 1 000 posts to be created over medium term. Enabling environment created for Inland Phakisa Projects, e.g. Zoning for aqua- culture (CPSI already advising Phakisa) Interdepartmental collaboration strengthened. More than 60 incidents responded to and lives saved

9. Highlights AR 2014/15 9 Developed, with SAPS and The Innovation Hub, a solution to reduce SAPS response time to incidents of crime by linking a low cost household alarm system directly to Sector Policing vehicles & the Community Policing Forum. 40 units were piloted in Diepsloot to improve SAPS response time. Phase 2 continuing in 2015/16 with additional 560 units installed. Impact: Latest SAPS Statistics revealed a 9% reduction in serious crime in Diepsloot. Strong evidence that combination of rapid SAPS response and community policing is resulting in arrests. High media exposure during week of release of crime statistics. Political commitment to replicate from Gauteng social cluster departments (Community Safety, Education, Social Development) and NW Community Safety.

10. Highlights AR 2014/15 10 Replicated tele-radiology model from KZN to Gauteng (eHealth). Radiological (X-rays) images can now be send electronically to specialists rather than transporting patients to tertiary hospitals. (This project was identified through the CPSI Awards programme.) Impact: Significant cost savings for government and citizens: No need for printing and storage of film or transporting patients Time savings for patients and health professionals Reduced risks associated with transporting critically injured patients Reduce burden on tertiary hospitals

11. Highlights AR 2014/15 11 Developed an Energy Efficiency model for hospitals. Testing, piloting and refinement of this model started at Helen Joseph Hospital in Gauteng. Donor Funding secured Gauteng Infrastructure Development and Health Departments partner Expected impact: R3m savings p.a. per hospital that can be reinvested in hospital maintenance and other service delivery initiatives

12. 12 Successfully hosted: ◦ The 8th Public Sector Innovation Conference as a critical platform for cross-sectoral sharing of innovative ideas and solutions. ◦ The 12th CPSI Public Sector Innovation Awards as a programme for unearthing of innovations for the recognition, encouragement and replication whilst growing the repository of innovative practices Impact ◦ The impact of the CPSI Awards programme is growing. E.g. 2014 Special Ministerial Awards winner KZN Road Traffic Inspectorate reinvested the prize money into a project to give rural youth driver’s license training. This has now developed in a sustainable project that creates employment and are supporting youth through tertiary institutions. ◦ Other finalists such as Ligbron, GDARD and Retinal Screening projects also leveraged prize money or other funding to expand projects ◦ CPSI is supporting more and more departments that are rewarding innovative staff internally, including DCS, DIRCO and provinces. Highlights AR 2014/15

13. 13 Published 2 editions of Ideas that Work: The South African Public Sector Innovation Journal with innovation case studies and other insights for dissemination throughout the public sector Impact The journal has become a critical source of public administration content for academic public administration programmes. Academic institutions are now using the case studies for teaching (in the past relied on overseas or fictional case studies). CPSI requested by a number of academic institutions to present on public sector innovation and innovation case studies, including USBL, TUT and NUW Highlights AR 2014/15

14. 14 Four training sessions held on Leading Innovation in the Public Sector, a module developed by CPSI and NQF aligned in partnership with NSG and PSETA More and more public officials are using the Multi-Media Innovation Centre to interrogate own challenges and processes to infuse innovation and improve internal processes and operations. Highlights AR 2014/15

15. Highlights – APP 2015/16 (April to September 2015) 15 Case Study Development: 5 Case studies on possible innovative solutions for service delivery challenges were developed and approved for dissemination. Memeza Community Alarm project: Phase one of pilot project has been completed. Piloting of second phase (additional 560 units) in Diepsloot commenced. Supported engagements with SAPS and other Gauteng departments. Energy efficiency model for hospitals: Operational plan finalised for piloting in Q3 & 4 of 2015/16. 3 Projects identified for replication : (1) Dietetics Project: Risk analysis and stakeholder engagement undertaken. (2) Pharmacy Automation Project: Risk Analysis and stakeholder engagement undertaken (3) Tele- Psychiatric Project

16. Highlights – APP 2015/16 (April to September 2015) 16 Entries to the 13th CPSI Public Sector Innovation Awards were received, project verification and adjudication was done. Over 30 service delivery service points visited in the last few weeks. Awards ceremony scheduled for 30 October 2015. Repository of innovative practices isgrowing. Successfully hosted the 9th Public Sector Innovation Conference as a critical platform for cross-sectoral sharing of innovative ideas and solutions. Ministerial support from Ministers Pandor and Gigaba. The conference directly led to CPSI partnering project Moetapele that aims to stimulate service delivery innovation in regions by establishing innovation hubs in all the regions. First training session already conducted. Published 1 edition of Ideas that Work: The South African Public Sector Innovation Journal with innovation case studies and other insights for dissemination throughout the public sector.

17. Performance Indicators, Planned Targets and Actual Achievements Research and Development IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of innovative service delivery solutions facilitated for testing and piloting One energy efficiency model Develop at the Helen Joseph Hospital in collaboration with the relevant stakeholders Achieved Energy Efficiency Model has been developed. The model has a retrofitting and behavioural change phase to achieve at least a 25% reduction in energy consumption. No deviationNot applicable Number of innovative service delivery solutions facilitated for testing and piloting One toolkit for Inland Waterways developed, tested and piloted Achieved A model for environmentally sustainable and safe waterway's practices was created: This project consisted of the testing of nine outcomes / solutions, which culminated in a toolkit for implementation by relevant stakeholders. The toolkit was tested and piloted at three pilot dams (Vanderkloof, Theewaterskloof and Boskop) The Project management and Toolkit were officially handed over to Department of Water and Sanitation on 27 March 2015. No deviationNot applicable 17

18. Performance Indicators, Planned Targets and Actual Achievements Research and Development IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of contributions to and participation in activities of the National System of Innovation for addressing service delivery challenges Participate in at least two activities of the National System of Innovation Achieved CPSI participated in two activities of the National System of Innovation:  Served on the Gauteng Accelerated Programme Competition; and  Posted a new service delivery challenge on creating a centralised portal for recruitment into the Public Service to the Innovation Hub. No deviationNot applicable Number of case studies on innovative service delivery solutions developed At least two case studies developed and generated for dissemination through CPSI knowledge platforms and products Achieved Two case studies were developed, finalised and published in the Innovation Journal “Ideas that Work”. No deviationNot applicable 18

19. Performance Indicators, Planned Targets and Actual Achievements Enabling Environment IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Annual Public Sector Innovation Awards ceremony hosted to unearth and recognise innovative public sector projects and programmes in line with current government priorities At least four projects per category identified and recognised in a formal awards ceremony Achieved Four projects per category were identified from the 126 entries received for the Public Sector Innovation Awards. These projects were recognised in the 12 th Public Sector Innovation Awards Ceremony, hosted on the 31 st of October 2014 No deviationNot applicable Annual Public Sector Innovation Conference hosted - a multi-sectorial knowledge exchange platform on public sector innovative solutions Host the annual public sector innovation conference to share at least five innovative case studies and a panel of expert discussion Achieved The 8 th Public Sector Innovation Conference was held in August 2014. A total of six innovative case studies were presented and a panel of expert discussion was held as well as a Ministerial Round Table. No deviationNot applicable 19

20. Performance Indicators, Planned Targets and Actual Achievements Enabling Environment IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of editions of the Innovation Journal “Ideas that Work” for public sector wide learning and replication published Two editions published Achieved Two editions were published and disseminated to various stakeholders No deviationNot applicable Number of training sessions facilitated for public sector officials on public sector innovation management At least two training session on public sector innovation management held Achieved Three Innovation Workshops were held. No deviationNot applicable 20

21. Performance Indicators, Planned Targets and Actual Achievements Enabling Environment IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of content items uploaded from SADC by CPSI as a functional SADC online regional centre (ORC) with active participation by member states and hosting of the annual workshop At least 1200 content uploads from SADC Achieved The CPSI uploaded 1403 documents to the UNPAN portal from SADC countries. No deviationNot applicable Annual workshop hosted for member countries Achieved The UNPAN workshop was hosted in September 2014 for SADC member states. No deviationNot applicable At least two country visits to SADC member states to promote the use of and content contribution to the UNPAN portal Achieved Two country visits were conducted. No deviationNot applicable 21

22. Performance Indicators, Planned Targets and Actual Achievements Solution Support and Incubation IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of visits to and use of a functional Multi- Media Innovation Centre by public sector officials and other partners At least 300 public sector officials and other partners visit and use the Multi-Media Innovation Centre Achieved The Multi-media Innovation Centre received and presented to 432 visitors and users on public sector innovation including business process reviewing. The number included a delegation from Kenya No deviationNot applicable Number of off-site demonstrations and website availability of the Multi-Media Innovative Centre content to entrench Innovation in the Public Sector Demonstrate the content of the Multi- Media Innovation Centre on the CPSI website and through at least three off-site demonstrations Achieved The content of the MMIC is available on the CPSI Website. The content was demonstrated at three off-sites events No deviationNot applicable 22

23. Performance Indicators, Planned Targets and Actual Achievements Solution Support and Incubation IndicatorTarget Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015 Comment on deviations Number of innovative projects initiated for replication Two innovative projects identified and supported for replication Not achieved Two projects were identified to be facilitated for replication, i.e.: 1. The Tele-Radiology Project - The project was initiated at the Helen Joseph Hospital. 2. The Ligbron E-Learning project - Assessment was conducted at three sites in the Eastern Cape. Two innovative projects were identified but only one was initiated. No resources were secured for the Ligbron E-Learning Project. Number of innovative service delivery solutions facilitated for testing and piloting One prototype of integrated policing nerve centre tested at Honeydew Cluster Not achieved The infrastructure dependency workshop was held in April 2014 to facilitate the linking of the dashboard with SAPS and other systems The prototype of integrated policing nerve centre was not tested at Honeydew Cluster The project manager at SAPS retired resulting in a major delay in the project. 23

24. Strategy to overcome areas of under performance The replication of the Ligbron E-Learning Project – the 1 st phase of the project was completed in the 2 nd quarter of 2015/16 Ministerial Intervention solicited for the Honeydew Cluster Policing Project. 24

25. 2014/15 Financial Performance 25 The CPSI’s financial and HR performance is included in the DPSA’s Annual Report

26. Annual Performance Plan 2015/16 – preliminary outcome - 2 nd quarter

27. Overview of the Organisation’s Performance DescriptionNo of Targets Quarter Targets Achieved / (preliminary) Quarter Targets Not Achieved / (preliminary) % Percentage achieveme nt Actual Achievements for 1 st Quarter 1913668 2 nd Quarter Targets Achieved (preliminary) 2018290 27

28. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: EFFECTIVE INTEGRATED PLANNING AND REPORTING Measurable Objectives: Consolidate and monitor the implementation of the performance plans in line with the organisation’s strategic priorities and statutory reporting regulations 1SMQuarterly performance reports submitted to MPSA, DPSA, DPME and National Treasury Submit the 1st Quarter report of 2015/16 to MPSA, DPSA, DPME and National Treasury by 31 July 2015 AchievedNoneAchieved 2SMSubmit the organisation's Performance Plan and Annual Report for tabling in Parliament and submission to DPSA, DPME, the Auditor General and the National Treasury Submit the first draft of the Annual Performance plan for 2016/17 to the MPSA AchievedNoneAchieved 28 Performance indicators and actual achievement tables Strategic Management

29. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: EFFECTIVE CORPORATE RESOURCE MANAGEMENT Measurable Objectives: To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency 3CRMIdentify, develop and implement at least two CRM policies, procedures, plans or strategies Develop at least two identified policies, procedures or strategies. Recruitment and Job Evaluation policies developed NoneAchieved 29 Performance indicators and actual achievement tables Corporate Resource Management

30. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: EFFECTIVE FINANCIAL MANAGEMENT Measurable Objectives: To provide effective Financial and Supply Chain Management by monitoring the organisation’s expenditure and ensuring compliance with statutory reporting requirements 4OCFOQuarterly financial reports submitted to the MPSA, DPSA and the National Treasury Submit the 1st Quarter report of 2015/16 to National Treasury and the MPSA by 30 June 2015 1st Quarter report of 2015/16 submitted to National Treasury and the MPSA NoneAchieved 5OCFOSubmit the organisation's Medium Term Expenditure Framework input to the DPSA and the National Treasury Coordinate and submit the MTEF input to DPSA and National Treasury MTEF input submitted to DPSA and National Treasury NoneAchieved 30 Performance indicators and actual achievement tables Office of the Chief Financial Officer

31. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: EFFECTIVE FINANCIAL MANAGEMENT Measurable Objectives: To provide effective Financial and Supply Chain Management by monitoring the organisation’s expenditure and ensuring compliance with statutory reporting requirements 6OCFOSubmit the organisation's Adjusted Estimates of National Expenditure to the DPSA and the National Treasury Submit the 1st draft of the AENE to DPSA and National Treasury 1st draft of the AENE submitted to DPSA and National Treasury NoneAchieved 7OCFOIdentify, develop and implement at least two Financial or Supply Chain Management policies or procedures Develop at least two identified Financial or Supply Chain Management policies or procedures Supply Chain Management and Payroll Policies developed NoneAchieved 31 Performance indicators and actual achievement tables Office of the Chief Financial Officer

32. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS Measurable Objectives To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders The CPSI uses the National System of Innovation to address service delivery challenges. Identification of solutions for identified challenges (for potential piloting) through an Innovation Exchange Portal (OpenIX) in partnership with The Innovation Hub. 8R&DAt least 5 case studies related to service delivery innovations developed for dissemination Complete and submit at least 2 case studies for approval Five case studies were concluded and approved NoneAchieved 32 Performance indicators and actual achievement tables Research and Development

33. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performan ce Rating Strategic objective: IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS Measurable Objectives To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders The CPSI uses the National System of Innovation to address service delivery challenges. Identification of solutions for identified challenges (for potential piloting) through an Innovation Exchange Portal (OpenIX) in partnership with The Innovation Hub. 9R&DAt least three service delivery challenges investigated and possible solutions identified Conclude investigation of challenges Identify potential solutions Rat infestation in informal settlements and state facilities such as prisons was investigated and possible solutions identified The remaining two challenges will be concluded in Q3 and Q4. Home Affairs- related challenges and Hospital / pharmacy queues identified as focus area Not Achieved 10R&DAt least one identified challenge with no available solution posted on the OpenIX Exchange to initiate a development process Submission of at least one service delivery challenge to the Open IX Exchange NoneChallenge was not posted Not Achieved 33 Performance indicators and actual achievement tables Research and Development

34. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Measurable Objectives 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 11SSIAt least one new short term pilot initiated to address service delivery challenges Stakeholder engagement, risk analysis, and project planning (including resource mobilisation) Phase one of Pilot project for Memeza Community Alarm completed ahead of planning NoneAchieved 12SSIAt least one new long term pilot initiated to address service delivery challenges Stakeholder engagement, risk analysis, and drafting of the project planning (including resource mobilisation) Operational plan for energy efficiency pilot at the Helen Joseph Hospital was completed and a risk analysis included. Stakeholder engagements conducted NoneAchieved 34 Performance indicators and actual achievement tables Solution Support and Incubation

35. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS Measurable Objectives 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 Target 11: Through a functional Multi-Media Innovation Centre, the CPSI demonstrates and entrenches innovation in the Public Sector. This is achieved by presenting to visitor's on public sector innovation, including facilitating their business process reviewing. 13SSIAt least 300 public sector officials and other partners visited the MMIC Receive at least 75 visitors to the MMIC 93 Public Sector Officials and other partners visited the MMIC NoneAchieved 14SSIAssessment of the MMIC equipment and content requirements for possible upgrading and updating in 2016/17 MMIC equipment and content requirements assessed NoneAchieved 35 Performance indicators and actual achievement tables Solution Support and Incubation

36. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performanc e Rating Strategic objective: PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS Measurable Objectives 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 15SSITwo CPSI award winning and/or other innovation projects identified, facilitated and supported for replication Risk/threat analysis and stakeholder engagement 3 Projects – (1) Dietetics Project: Risk analysis and stakeholder engagement undertaken. (2) Pharmacy Automation Project: Risk Analysis and stakeholder engagement undertaken (3) Tele-Psychiatric Project: Risk analysis and Stakeholder engagement conducted. NoneAchieved 36 Performance indicators and actual achievement tables Solution Support and Incubation

37. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performan ce Rating Strategic objective: INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS Measurable Objectives To promote a culture of innovation in the public sector to enhance service delivery through sustaining and managing knowledge programmes, products and platforms Target 16: The awards programme identifies, recognises and rewards innovation in the public sector with the aim of encouraging innovation for improved service delivery. This programme Is a platform to unearth existing solutions for scaling up and replication. Target 17: The purpose of The Public Service Innovation Conference is to demonstrate the role and centrality of innovation as a tool for responding to current government priorities and for anticipating citizens’ changing needs; to collaboratively explore key elements for successful implementation and sustaining of innovative programmes to enhance public sector performance; and to facilitate the sharing of innovative perspectives and practices that respond to service delivery priorities for replication. 16EEAt least four projects per category identified and recognised in a formal awards ceremony Promotion, marketing and soliciting of entries Programme promoted and marketed. Entries solicited and received. NoneAchieved 17EEHost the Annual Public Sector Innovation Conference to share at least five innovative best practices and a panel of experts’ discussion held Conference programme. Marketing of the conference Hosting of the conference Conference with held in August 2015. Five case studies presented. A panel discussion including a Ministerial Roundtable held NoneAchieved 37 Performance indicators and actual achievement tables Enabling Environment

38. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS Measurable Objectives To promote a culture of innovation in the public sector to enhance service delivery through sustaining and managing knowledge programmes, products and platforms Target 18: The CPSI annually publishes two editions of the South African Public Sector Innovation Journal “Ideas that Work” for public sector wide learning and replication 18EEVol 6 Issue 1 and 2 of the Ideas that Work : The South African Public Sector Innovation Journal published with at least 5 case studies and copies disseminated to the public sector, academia and stakeholders Publishing and dissemination of Vol 6 Issue 1 of Ideas that Work: The South African Public Sector Innovation Journal Vol 6 Issue 1 of Ideas that Work: The South African Public Sector Innovation Journal was published and disseminated on the CPSI website NoneAchieved 38 Performance indicators and actual achievement tables Enabling Environment

39. Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENA Measurable Objectives Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives UNPAN is a virtual electronic network that promotes the sharing of knowledge and exchange of innovative practices and lessons learned in public policies and management at local, national and international levels. The CPSI is the Southern Africa's online regional centre, with the responsibility of identifying, coordinate and uploading content to the portal on behalf of the SADC Region and host the annual workshop. 19EENumber 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 300 uploads on the UNPAN Portal consisting of SADC public administration and innovation documents, news and events 509 Content items were uploaded on the UNPAN Portal NoneAchieved 39 Performance indicators and actual achievement tables Enabling Environment

40. Performance indicators and actual achievement tables Target no UnitTarget for 2015/16 as per Annual Performance Plan (APP) 2 nd Quarter Target as per APP Preliminary Achievement for the 2 nd Quarter Comment/ Mechanisms to address differences in targets Performance Rating Strategic objective: CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENA Measurable Objectives Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives 20EEConduct two SADC country visits Undertake one country visit to one SADC country One country visit conducted in July 2015 to Botswana NoneAchieved 40 Enabling Environment

41. 2015/16 Financial Performance for the period April – September 2015 41 Actual Expenditure compared to Projection for the Financial year (R15 million projected for 6 months from R29 million )

42. 2015/16 Financial Performance for the period 42 Actual Expenditure compared to Total allocation for the Financial year

43. 2015/16 Financial Performance for the period April – September 2015 43 Monthly projections against actual expenditure

44. Expenditure per economic classification April – September 2015 Economic classification Final Appropriation Actual Expenditure (Over)/Under Expenditure % Spend Current Payments15 03812 7082 33084.50 Compensation of Employees 7 580 7 5047698.99 Goods and Services7 458 5 2032 25569.76 Transfer and Subsidies2417770.81 Departmental Agencies and Accounts 24 17 770.81 Payment of Capital Assets 30- - Machinery and Equipment30- - TOTAL15 09212 7242 36984.30 44

45. 2015/16 Financial Performance for the period April – September 2015 45 Other highlights: -Average turnaround time for payment of invoices: 5 days -Administrators trained to work on transversal systems (PERSAL, BAS)

46. Explanation of the under-spending for the period April – September 2015 Delay in finalization of the lease agreement between Public Works and Landlord for additional office space (Lease payments and tenant installation (R1.453 million) Invoice for the printing of the journal was not received (R141 000),will be paid in October Invoice for computer equipment and software was not received (R188 000), will be paid in October Savings on procurement of operational items R85 000 will be utilized on tenant installation. 46

47. Funding Challenges for 2015/16 Programme 1: Administration ◦ Tenant installation for additional office space (R3.3 million) – short term challenge ◦ Audit and Risk Management Committee fees and Audit General fees, not allocated (R2.4 million) – on-going challenge impacting on service delivery as project budgets are reduced. ◦ ICT cost (SITA compliance) – R1.5 million on-going challenge which impacts on compliance. ◦ Human Capacity – corporate support for statutory compliance - on-going challenge (Shared services with DPSA) impacting on compliance which could result in a qualified audit. 47

48. Funding Challenges for 2015/16 impacting on service delivery Programme 2: Public Sector Innovation ◦ Funding for innovation projects and replication/ scaling up – a number of innovative solutions that could fast track service delivery cannot be up-scaled. 48

49. Forward Funding or realignment for the medium term budget

50. Medium Term budget allocations for the period 2015/16 to 2018/19 50 2015/162016/172017/182018/19 Annual Appropriation 29 00332 09434 434 36 431 % Increase11%7%6%

51. Medium term budget allocation per economic classification Economic classification2016/172017/182018/19 Current Payments32 00634 37034 845 Compensation of Employees 17 23618 56019 640 Goods and Services 14 77015 81015 205 Transfer and Subsidies192123 Departmental Agencies and Accounts 192123 Payment of Capital Assets69 73 Machinery and Equipment 69 73 TOTAL32 09434 46034 941 51

52. Forward funding required Approval was granted during end November 2014 for CPSI to establish systems and processes to receive a Transfer as of 1 April 2015 (4 months) from the DPSA. Of the required R9,0 million needed only R3,6 million was appropriated to establish a simplified corporate services structure, secure additional accommodation, implement transversal systems and create an ICT infrastructure. Challenges remain due to inadequate structure and funding (i.e. HR (R5 million), compulsory transversal contract with SITA (R1.3 million, Auditor General bill R2.1 million p.a. and the Audit and Risk Management Committee of R300 000 p.a.) Project Management capacity (contract posts funded from donor funding) ICT cost (SITA compliance) – R1.5 million 52

53. Thank you! 53