ANNUAL REPORT - CPSI · the CPSI Public Sector Innovation Awards programme has become an internationally recognised initiative, unearthing some of the top public sector innovations

ANNUAL REPORT

2012/13

CENTRE FOR PUBLIC SERVICE INNOVATION

Centre for Publ ic Service Innovation

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CONTENTS

PART A: GENERAL iNFORMATiON 1

1. DEPARTMENT GENERAL iNFORMATiON 1

2. LiST OF ABBREViATiONS/ACRONYMS 2

3. STRATEGiC OVERViEW 3 3.1. Vision 3 3.2. Mission 3 3.3. Values 3 3.4. Strategic outcome orientated goals 3

4. LEGiSLATiVE AND OTHER MANDATES 4

5. ORGANiSATiONAL STRUCTURE 4

6. FOREWORD BY THE MiNSTER 5

7. DEPUTY MiNiSTER’S STATEMENT 8

8. OVERViEW OF THE EXECUTiVE DiRECTOR 10

PART B: PERFORMANCE iNFORMATiON 13

1. STATEMENT OF RESPONSiBiLiTY FOR PERFORMANCE iNFORMATiON 14

2. AUDiTOR GENERAL’S REPORT: PREDETERMiNED OBJECTiVES 153. OVERViEW OF ORGANiSATiON’S PERFORMANCE 15 3.1. Service Delivery Environment 15 3.2. Service Delivery Improvement Plan 15 3.3. Organisational Environment 15 3.4. Key Policy Developments and Legislative Changes 15

4. STRATEGiC OUTCOME ORiENTED GOALS 15

5. PERFORMANCE iNFORMATiON BY PROGRAMME 16 5.1. Work Stream Performance Information 16 Work Stream 1: Corporate Services 16 Work Stream 2: Research and Development 17 Work Stream 3: Solution Support and Incubation 18 Work Stream 4: Enabling Environment 19

PART C: HUMAN RESOURCE MANAGEMENT 271. SUMMARY OF FiNANCiAL iNFORMATiON 28 1.1. Departmental Receipts 28 1.2. Transfer Payments, Excluding Public Entities 28 1.3. Public Entities 28

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2. HUMAN RESOURCE OVERSiGHT STATiSTiCS 29 2.1 Personnel Related Expenditure 29 2.2 Employment and Vacancies 30 2.3 Job Evaluation 30 2.4 Employment Changes 30 2.5 Employment Equity 30 2.6 Performance Rewards 31 2.7 Leave Utilisation 32 2.8 Labour Relations 33 2.9 Skills Development 33 2.10 Injury on Duty 33 2.11 Utilisation of Consultants 34

NOTE TO THE READER:

This Annual Report must be read in concur-rence with the Department of Public Ser-vice and Administration’s (the DPSA) Annu-al Report. The CPSI’s funding is allocated through the Principal department’s vote, and the CPSI is therefore audited with the

DPSA and performance reporting is done to the Minister for Public Service and Admin-istration. The DPSA prepares and publishes one set of financial statements and human resource administration in the DPSA’s Annu-al Report. This report focuses on the CPSI’s programme performance.


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1. DEPARTMENT GENERAL iNFORMATiON

Physical address:Corporate 66 Office ParkCorner Von Willigh and Lenchen StreetCenturionPretoria0046

Postal address:Postnet Highveld Suite 404Private Bag X 111Centurion0046

GPS coordinates:28º 51”11.19”S28º 11’44.52”E

Telephone numbers:+27 12 683 2800/ +27 860000 CPSI (2774)FAX NUMBER: +27 12 643 0943EMAIL ADDRESS: [email protected] ADDRESS: www.cpsi.co.za

PART A: GENERAL iNFORMATiON

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2. LiST OF ABBREViATiONS/ACRONYMS

AAPAM African Association for Public Administration and Management

AAPSIA All Africa Public Sector Innovation Awards

AUC Africa Union Commission

CAPAM Commonwealth Association for Public Administration and Management

CFO Chief Financial Officer

CIWS Corporative Inland Water Safety

CPSI Centre for Public Service Innovation

CSIR Council for Scientific and Industrial Research

DPSA Department of Public Service and Administration

ED Executive Director

EPWP Expanded Public Works Programme

ICT Information and communication Technology

LDGs Least Developed Countries

MDGs Millennium Development Goals

MMIC Multi-Media Innovation Centre

MPSA Minister for the Public Service and Administration

MoU Memorandum of Understanding

MTEF Medium Term Expenditure Framework

NACI National Advisory Council on Innovation

NDP National Development Plan

NSI National System of Innovation

PFMA Public Finance Management Act

PSA Public Service Act

SADC Southern Africa Development Community

SAMSA South African Maritime Safety Authority

SAPS South African Police Service

SCM Supply Chain Management

SDIP Service Delivery Improvement Plan

SITA State Information Technology Agency

SMMEs Small, Medium, Micro-sized enterprises

TIA Technology Innovation Agency

TIH The Innovation Hub

UN United Nations

UNDESA United National Department of Economic and Social Development

UPN Unique Position Numbering

UNPAN United Nations Public Administration Network


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3. STRATEGiC OVERViEW

3.1 Vision A solution-focussed effective and efficient Public Sector through Innovation

3.2 MissionTo facilitate the unearthing, development and practical implementation of innovative solutions within and throughout the public service.

3.3 ValuesAs a public sector entity, the values of the CPSI are grounded in the Constitution. The following values are guiding the CPSI’s strategic direction and the manner in which it is structured:

Nurture: The CPSI endeavours to support and encourage public sector institutions in their efforts to innovate, from unearthing innovative initiatives to replication and mainstreaming.

Recognition: Through its Awards programme, innovators are recognised and publically acknowledges for their contribution to the improvement of service delivery.

Partnership: Innovation cannot thrive in isolation. The CPSI values partnerships with other public sector entities, with the private sector and NGO sector, with the South African National System of Innovation and with key global role players within the space of public sector innovation.

Compassion and empathy: Public Sector Innovation is not an end to itself. Its purpose is to improve service delivery. Understanding the root causes of service delivery failures or backlogs requires innovators to engage with and respond to the needs of recipients of services guided by compassion and empathy.

Efficiency and effectiveness: The need to save government money through leveraging greater efficiency, effectiveness and productivity is a strong priority of the current administration. Efficiency and effectiveness are primary requirements for all CPSI projects as well as internal operations.

Knowledge sharing: Innovation flourishes in a learning organisation. By exposing the organisation and partners to local and international innovative practices, appropriate and contextually relevant innovations are identified and piloted.

3.4 Strategic outcome orientated goalsThe Centre for Public Service Innovation (CPSI) has a strong focus on supporting public institutions that are primarily tasked with service delivery. Innovative services are not the sole preserve and responsibility of Government; hence the strong partnerships with the private sector, community and non-governmental organisations who all play important roles in improving the quality of life of South African citizens.

The CPSI is the facility of the Minister for the Public Service and Administration for entrenching and driving service delivery innovation across all sectors. The CPSI is bridging the gap between the world of research and development driven by the National System of Innovation (NSI) of the Science and Technology Sector, and the context of service delivery at the coalface. The National System of Innovation includes entities such as National Advisory Council on Innovation (NACI), The Innovation Hub, and The Council for Scientific and Industrial Research (CSIR).

The CPSI’s strategic outlook is the foundation of its objectives and includes, but is not limited, to the following critical issues:

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Unearthing, encouraging, rewarding and showcasing innovation in the public.

Influencing and supporting the creation of the institutional conditions and structures for fostering innovation in the public sector.

Preparing business cases for various technological and non-technological solutions through strategic partnerships.

Piloting various technological and non-technological solutions and devices.

Establishing networks and partnerships regionally and internationally, with other innovations centres in order to share information and to remain on the cutting edge of innovation knowledge and practice.

4. LEGiSLATiVE AND OTHER MANDATES

In terms of the Public Service Act (PSA) of 1994, as amended in 2007, the Minister for the Public Service and Administration is responsible for innovation in the public service.

The CPSi is:Providing the Minister with independent, diverse, and forward-looking research

findings and advice on innovative service delivery with a specific focus on government’s priorities.

Enhancing public service transformation and reform through innovation partnerships and projects.

Supporting the creation of an enabling environment for innovation within the structures and agencies of the South African government (encouraging, learning and rewarding).

5. ORGANiSATiONAL STRUCTURE

To enable the CPSI to deliver on its mandate, role and functions, its organisational structure is made up of three main Work Streams, namely Research and Development, Solutions Support and Incubation and Enabling Environment. These Work Streams are supported by a Corporate Service Office, which also manages the Memorandum of Understanding between the CPSI and the DPSA.

National Treasury, through General Budget Support, has appropriated funding for 2013 to 2015 to strengthen additional human resource capacity, mainly on project management level.


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6. FOREWORD BY THE MiNiSTER During the 2012/13 financial year, the Centre for Public Service Innovation celebrated 10 years of rewarding innovation in the Public Sector, an initiative launched a mere one year after the establishment of the CPSI. Since its humble beginnings 10 years ago, the CPSI Public Sector Innovation Awards programme has become an internationally recognised initiative, unearthing some of the top public sector innovations in the country. Through the programme, finalists and winners have also entered, and some won, numerous international innovation awards, including the Commonwealth Innovation Awards and the UN Public Service Awards.

We congratulate the CPSI on this historic milestone and trust that our country will continue to benefit from the important work that it does in the public sector.

In accordance with its strategic mandate of unlocking and entrenching innovation in the public sector to improve service delivery, the CPSI has over the past eleven years of its existence led the way in promoting innovative thinking and relentless courage to turn small ideas into practical, cost-effective solutions. The sterling work of the Centre for Public Service Innovation as a Government Component within the Public Service and Administration portfolio resulted in strategic inter-governmental and later international collaborations, to ensure that our country benefits from the global innovative advancements on various aspects of service delivery.

The 2012/13 financial year will be remembered as a year in which the government of South Africa identified as its key focal area, infrastructure development. This bold decision signalled government’s renewed commitment and a sense of urgency towards economic growth as a strategic enabler of broader social development.

Minister LN Sisulu, MP

FOREWORD

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That the government of South Africa has been hard at work delivering on its promises to citizens is barely questionable. The mid-term review that was undertaken at the beginning of 2012 and served as a yardstick, painted a positive picture of a steady progress, particularly around the key priority areas that we’ve resolved to deliver on. These include health, education, the fight against crime, human settlements, energy, water provision, rural development and others. Even so, the prevailing economic and social condition, bear testimony to the persistence of the triple challenge of unemployment, poverty and inequality in our country while women, youth and people with disabilities continue to be prejudiced in terms of access to opportunities.

South Africa is a developmental state which, by virtue of its mandate has to intervene in the interest of its citizens, particularly those that are poor and marginalised – to ensure impartial and equal distribution of vital services, resources as well as job opportunities.

In view of our programme for the year, this ‘social compact’ has had major implications on our plan of action as government. Firstly, in support of our commitment towards economic growth as leverage for social development, government increased its share of focus towards infrastructure development, this regardless of the tight fiscal conditions now evident around the globe.

Furthermore, we are keen on the establishment of working partnerships between the public sector, private sector and civil society in order to realise a shared responsibility. In order to facilitate this, we ensured the existence of an enabling environment with sound regulatory policies and frameworks that would, amongst others, ensure equal access to growth and

empowerment opportunities and long-term economic development.

However, during the year in focus, our Ministry of Public Service and Administration was mindful of the strategic leadership required of us to safeguard the interests of government as well as our citizens. Within our regulatory function over the public sector, we identified and emphasised the need for a transformed, more effective, high-performing and dedicated public service. With that, we highlighted and mobilised towards the introduction of rigorous measures, such as encouraging learning and empowerment for public officials, strengthening mechanisms and strategies to combat fraud and corruption and enforcing accountability and transparency to improve good governance.

One of the highlights of the year under review was the official adoption, by our President, of the National Development Plan or (NDP). The NDP is a culmination of tremendous work that has been invested in providing government with a blueprint for economic and social development in our country.

Our Ministry is especially delighted with the unveiling of the National Development Plan. This is primarily based on the role that the Plan will play in providing a strategic direction for government as it implements its developmental agenda in terms of its key priorities.

We are mindful of the many challenges that lie ahead, particularly pertaining to the capacity of the public sector to rise to the occasion in terms of delivering services in line with the targeted outcomes of the National Development Plan.

Therefore, looking forward to the year ahead we have made it our key priority to continue on our public sector reforms


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programme. We have to work towards strengthening the public sector capacity in terms of performance and productivity, i.e. planning, implementation, monitoring and evaluation, as well as inculcating a culture of zero tolerance to fraud and corruption. We have to jointly commit to nurturing a public sector whose work ethos is driven by the preoccupation to meet the expectations of the public and exceed them.

We will, amongst others, use the Public Management Bill to create norms and standards around a variety of issues including human capacity development, anti-corruption measures, and discipline management to improve the image of our public sector.

In conclusion, I acknowledge and congratulate the Centre for Public Service Innovation for its outstanding efforts in highlighting the importance of innovation and creativity as the key guiding principles for future growth and success of

government’s efforts to improve services to citizens. Innovation is beyond any doubt, an indispensable ingredient that will ensure that our government remains relevant and responsive in its efforts to deliver services successfully within the context of a technologically advanced citizenry.

Finally, my sincerest thanks to the staff and leadership for their continued commitment to building the component into a reputable entity and a reliable driver of innovation in public service delivery, both here and abroad.

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Minister LN Sisulu, MPMinister for Public Service and Administration

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7. DEPUTY MiNiSTER’S STATEMENT In 2001 Cabinet identified a profound need for a dedicated entity that would effectively oversee and drive innovative efforts in the public sector in order to improve the service delivery capacity of the state machinery. That, summed up, essentially meant unlocking and unearthing innovation for replication and mainstreaming.

The CPSI had a humble beginning as a small Section 21 (not for profit) company and later, in 2008 became a government component within the Public Service and Administration Portfolio.

From the time it was founded, the CPSI dedicated much time and effort to consolidate and showcase innovative public sector projects. The main objective has always been to primarily celebrate the innovative quality as shown by the projects and to showcase such projects using its various platforms such as publications and conferences locally for knowledge sharing and for possible replication to avoid reinventing the wheel.

Milestones are there to be celebrated and in the case of the Centre for Public Service Innovation (CPSI) the 2012/13 financial year of government was a definitive year in that it marked ten years since the entity started to reward innovation in the public sector.

The annual CPSI Awards programme is probably, the best example of the work that this organisation does in stimulating innovative thinking and creativity in the public sector for cost-effective and yet practical solutions. Last year’s event has lived up to beyond our expectations, delivering a variety of highly innovative solutions which have profoundly changed the day-to-day living challenges of citizens. The success of the CPSI as a champion for innovation in the public sector is not only measured by the number of innovative projects that are awarded. Most importantly,

Ms Ayanda Dlodlo, MP

STATEMENT


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it is rather based on how effective, relevant and of course, sustainable those projects are in view of the existing challenges that they purportedly solve.

Considering the role of the CPSI as a supporter and an enabler of public sector innovation, take pride in the inter-governmental partnerships that exist between the CPSI and other government institutions. Such collaborations, in search of innovative initiatives effectively highlight a shared commitment to work together and align our various mandates towards the collective achievement of government’s national agenda.

The CPSI currently works in partnership with, amongst others, the Departments of Science and Technology, Water Affairs, Environmental Affairs, Transport, Correctional Services, South African Police Services (SAPS), The Innovation Hub, South African Maritime Safety Authority (SAMSA) and the Council for Scientific and Industrial Research (CSIR), to mention but a few.

Most delighting, based on South Africa’s growing participation on the global stage, the CPSI, continued to form partnerships and participate in forums on innovation with other international countries. Apart from the opportunities to measure up in terms of innovation, our public service will benefit immensely from the learning and exchanging of knowledge and expertise that takes place within such forums.

Bearing in mind that we are two years from 2015, the year we set as part of the international community, as the target for attaining the Millennium Development Goals (MDGs), it was significant to note that the CPSI’s expertise was drawn upon by the United Nations in their endeavour to replicate public sector innovations in Least Developed Countries (LDCs) as part of the strategy to attain MDGs.

We profoundly congratulate the CPSI for its immense contribution in driving innovation and stimulating creativity and forward-thinking in the public sector, locally, regionally and internationally. This is no small feat for an organisation with less than 20 employees. As we continue on our profound 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.

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Ms Ayanda Dlodlo, MPDeputy Minister for Public Service and Administration

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8. OVERViEW OF THE EXECUTiVE DiRECTOR

The 20012/13 financial year, under review was quite eventful and to a large extent paradoxical as well. On a positive note, it was the year in which the Centre for Public Service Innovation (CPSI) celebrated its ten years of uninterrupted and reliable service as champion of public service innovation. The formation of the CPSI in 2001 was effectively a strategic step by government to transform and build the public service to enhance its capacity to deliver services within the prescripts of a developmental state.

On the other hand, the Public Service and Administration portfolio, and, certainly the entire public sector, were rocked by the passing of Minister Roy Padayachie while on an official state visit to Addis Ababa, Ethiopia in April 2012. Acting Minister Oliphant kept the ship steady during this time of mourning. We have been invigorated by Minister Sisulu whose astute and visionary leadership has ensured that we soldier on with renewed energy and determination to support the public service towards higher productivity through innovation.

As we celebrated a decade of innovation through the CPSI’s work in the public sector, we used the opportunity to reminisce on the path that the organisation travelled since its formation in 2001.

Ordinarily, public service reforms aimed at capacity building would include structural configurations, human resource development issues as well as performance and monitoring amongst others. However, what the CPSI brought to the table was a new and strategic perspective, that of enhancing public service delivery through innovation partnerships and projects and creating an enabling environment that nurtures supports and encourages innovation within the public service.

Ms Thuli Radebe

OVERViEW


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By virtue of its mission and strategic mandate, the CPSI fulfils the role of an enabler in terms of public sector innovation. Working in collaboration with government institutions, the CPSI facilitates the unearthing, development and practical implementation of innovative solutions within and throughout the public service. The CPSI harnesses innovation as a catalyst to achieve a strategic vision of a solution focused, effective and efficient public service.

This mandate and long-term vision has over the years provided a firm anchor and foundation that continues to give strategic direction to the work of the CPSI as it seeks to influence the public sector service delivery environment through its various projects.

Our approach to innovative service delivery always begins at grassroots level with the analysis of the actual challenge as it is experienced by citizens in their day-to-day lives. This ensures that whatever innovation takes place yields a solution that is responsive and relevant to the challenge that it is meant to alleviate.

Innovation by its very nature is not a destination or a means to an end. In essence, it is an on-going, never ending process or trajectory which is heavily influenced by socio-economic and political factors. These factors, combined provide a mirror image of any society, that is, its developmental status, its needs and most importantly, how such needs should be met.

During the 2012/13 financial year, the CPSI continued to leverage on its effective cross-sectoral partnerships with government, civil society and business, to facilitate the development and implementation of innovative solutions to existing service delivery bottlenecks.

These include amongst others:

The Honeydew SAPS project – whose main thrust is to improve crime combating approaches applied by SAPS through the use of latest technologies such as CCTV cameras.

Cooperative Inland Waterways Safety Programme – which is aimed at promoting water safety and environmental management around our precious inland water resources;

The Helen Joseph Hospital Project – that focuses on the implementation of energy management strategies to curb the high usage of electricity in state hospitals.

As an organisation, we believe that innovation forms the nucleus of social growth, development and sustainability. Innovation is essential to South Africa’s future economic prosperity and quality of life – hence our projects that have a diversified impact in terms of the improvement of citizens’ lives.

In terms of sharing best practices and rewarding innovation, we have pursued a number of initiatives locally and internationally during the year under review. First off, our CPSI Conference, which helps to showcase top-notch projects for learning and replication, has been a resounding success. Secondly, we were able to conclude the marketing of the All Africa Public Sector Innovation Awards (AAPSIA) and further facilitated the entry of a number of South African projects for the UN Public Sector Awards and the African Association for Public Administration and Management (AAPAM) Awards.

As I conclude, I would like to express my heartfelt thanks and appreciation to the Minister for Public Service and Administration, Ms Lindiwe Sisulu and our Deputy Minister, Ms Ayanda Dlodlo for their faith in the CPSI and for entrusting this

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organisation under my leadership. Through their leadership and continued support we have and will continue to make an invaluable contribution to public service delivery through entrenching innovation.

And lastly, may I take this opportunity to also say a hearty thank you to the CPSI team, the men and women whose dedication, hard work and support continues to make this organisation a valuable asset to the public sector.

I present the 2012/13 Annual report for the Centre of Public Service Innovation.

Thank you

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Thuli RadebeExecutive Director: CPSI


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PART B: PERFORMANCE iNFORMATiON

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1. STATEMENT OF RESPONSiBiLiTY FOR PERFORMANCE iNFORMATiON

The Executive Director is responsible for the preparation of the organisation’s performance information and for the judgements made in this information.

The Executive Director is responsible for establishing, and implementing a system of internal control designed to provide reasonable assurance as to the integrity and reliability of performance information.

In my opinion, the performance information fairly reflects the performance information of the organisation for the financial year ended 31 March 2013.

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Thuli RadebeExecutive Director: CPSI


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2. AUDiTOR GENERAL’S REPORT: PREDETERMiNED OBJECTiVES

Report of the Auditor General concerning the CPSI is included in the Principal Department, the Department of Public Service and Administration’s (the DPSA) Annual report.

3. OVERViEW OF ORGANiSATiON’S PERFORMANCE

3.1 Service Delivery EnvironmentThe CPSI is mandated to create a facility for the whole of government to enhance innovative capability and focus for service delivery enhancements. It’s mandated is facilitated through cross–sector partnerships to break down barriers, silos, territorialism, and to entrench collaboration across sectors and spheres. This further creates strong linkages with ICT developments and science and technology innovations.

As a government component, the CPSI is not a policy-making entity and is not enforcing legislation and regulation although operating within legislative requirements. As such the CPSI is easily approachable by government departments who willingly share on their shortcomings. It is also strategically positioned to influence and support service delivery policies in various sectors by facilitating successful pilots for mainstreaming by service delivery departments.

3.2 Service Delivery improvement PlanThe 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. Such initiatives are guided by the principles of cooperative governance, as encapsulated in the Constitution.

3.3 Organisational Environment During the period under review, the CPSI remained the strategic facility of the portfolio to support the whole of government, including local government, to find innovative, more efficient and effective ways to deliver on our priorities. There were no significant developments internal to the organisation that impacted on the CPSI’s ability to deliver on its Strategic Plan and Annual Performance Plan. Corporate Services are rendered by the DPSA in accordance with a Memorandum of Understanding between the CPSI and DPSA and governed by Government Notice 34562 of 2 September 2011.

3.4 Key Policy Developments and Legislative ChangesIn the period under review there were no new policy developments or legislative changes that affected the CPSI’s operations.

4. STRATEGiC OUTCOME ORiENTED GOALS

In the Strategic Plan for 2012/15 the CPSI identified the following strategic objectives that are aligned to Government’s priority outcomes;

Effective and efficient improved systems, structures and processes of public administration through innovation, aimed at establishing a culture and practice of innovation in the public sector. It is achieved through enabling and facilitating improved effectiveness and efficiency of systems, structures and processes.

Enhanced innovation capabilities focused on improved service delivery, and maximized use of Information and Technology Communication (ICT) and Science and Technology related innovations. By focusing on government’s priorities and practical demonstrations of

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innovation in the public sector, the CPSI undertakes projects that culminate in the testing, piloting and implementation of real-life devices, models and processes for service delivery improvement. This relies on the leveraging of partnerships with sectorial departments, State Owned Enterprises, academic, non-governmental and private sector organisations, as well as international donors. The focus of projects will remain on safety and security, education, health and water integrity.

An environment, in which innovation is encouraged, rewarded and mainstreamed. Through the annual Public Sector Innovation Awards Programme existing innovations are unearthed and rewarded and efforts of public sector innovators are recognized. The Awards programme further provides opportunities for the replication and facilitation of the mainstreaming of successful innovations.

A functional walk-in Multi-media Innovation Centre for learning, demonstrating and incubation innovation. The Multi-media Innovation Centre is a walk-in facility providing opportunities for public sector officials to interrogate challenges, analyse business processes for revision and improvement, access repositories on public sector innovation and kick-start the development of new solutions.

Growing repositories of innovative solutions through the established knowledge products and platforms. The annual South African Public Sector Innovation Conference, the South African Public Sector Innovation Journal “Ideas the Work” and the United Nations Public Administration Network Portal (UNPAN), are some of the products and platforms that are sustained.

5. PERFORMANCE iNFORMATiON BY PROGRAMME

In terms of government’s strategic priorities to build an efficient, effective and development oriented public service (Outcome 12), the CPSI determined the following outputs:- Demonstrating innovative and effective

systems, structures and processes;- Ensuring effective public sector cadres

development; and - Contributing towards improved public

service and administration in Africa and international area.

To ensure that the CPSI delivers on these priorities, the CPSI’s current projects are responding to the priority outcomes as articulated by the President, in particular:

- Quality basic educations; - All people in South Africa are and feel safe;- Decent employment through inclusive economic growth;- Skilled and capable workforce to support and inclusive growth path;- Vibrant, equitable, sustainable rural communities contributing towards food security for all;- Responsive, accountable, effective and efficient Local Government System.

The activities of the CPSI are organised in the following Work Streams: Work stream 1: Corporate Services; Work stream 2: Research and Development; Work stream 3: Solution Support and Incubation, and Work stream 4: Enabling Environment.

5.1 Work Stream Performance informationWork Stream 1: Corporate ServicesThe objective of the Corporate Services is to ensure the overall administration and governance of the CPSI, in line with the applicable Acts, Regulations and shared service arrangements within the


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DPSA. The Corporate Services Work Stream is the focal point for all financial management, procurement and human resource management related activities, and therefore minimising the administrative load on other Work Streams.

The Strategic objectives of this Work Stream are to:

- Develop and implement policies.- Promote CPSI through marketing and communication.- Provide effective financial management and human resources.- Provide up-to-date, reliable and efficient systems to CPSI.- Provide infrastructure, logical, security and office support services to CPSI staff.

In term of Section of the Public Finance Management Act, CPSI, as a government, is considered as a department, and therefore the Executive Director of the CPSI is the accounting officer of the government component and is required to comply with some of the reporting requirements spelled out in the PFMA.

The Executive Director is accountable to the Minister for the Public Service and Administration. Since a government component is developed mainly to drive the policy mandate of a department and is developed based on Cabinet`s resolution, this means that the authority for the CPSI’s operation as such comes from the Minister.

In terms of funding arrangements, the CPSI is presently funded as a sub-programme of the DPSA’s Programme 5. Technically, this means that the Director General of the DPSA is presently accountable for spending that takes place in the sub-programme. However, in order that the Accounting Officer for the CPSI may become directly

accountable for spending by the CPSI, it would be necessary for the CPSI to be funded through transfers. For this to happen, the Minister will be approached with a proposed new funding model through transfers and the National Treasury will be approached by the DPSA with a request for the creation of a transfer to the CPSI.

The planned funding arrangements of the CPSI would have significant resource implications for operations of the CPSI over the medium term.

Work Stream 2: Research and DevelopmentThe Research and Development Work Stream’s objective is to investigate and recommend sustainable models and solutions for innovative service delivery. This Work Stream is informed by the need to understand the fundamental causes of service delivery challenges. The component must therefore unearth the root causes of challenges to improve and develop our interventions and to ensure that proposed solutions do address the identified problems. Collaboration with departments, civil society and research institutions is critical to investigate and confirm service delivery challenges, potential policy failures or policy implementation failures. A future-looking responsibility of this Work Stream ensures that the public service becomes pro-active rather than remain responsive by addressing only the existing challenges. The functions of the Work Stream can be described as to:

Study service delivery challenges and needs and recommend possible innovative solutions and models within the public sector;Analyse and explore suitability of solutions and models that could inform innovative service delivery and propose monitoring and evaluation approaches for implementation to ensure sustainability of solutions;

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Track and record innovative projects in all spheres of government nationally and internationally for possible replication and publication;

Develop and maintain research partnerships and stakeholder management.

Due to resource constraints the Future Watch project has been streamlined into an on-going contribution of a series of articles to the existing journal “Ideas the Work” rather than a separate publication.

Achievements against the performance indicators and targets for 2012/13

Cooperative Inland Waterways Safety Project - Pilot at five dams to create a model for environmentally sustainable and safe waterways practices.

The project centres on the construction and operation of boat wash bays at each dam entry point. Wash bays have been constructed at four sites (De Hoop, Vanderkloof, Theewaterskloof, Boskop). Fifteen officers have been employed through the EPWP. The Department of Water Affairs is rolling out around the country, a Unique Position Numbering (UPN) incident management system to all dams following the successful piloting by the CPSI. The Department of Environmental Affairs is finalising a national strategy for employment of wash bay officers through the EPWP and a roll-out to other environmentally critical sites.

In addition, two new projects, in collaboration with The Innovation Hub, Tshwane Metro and SAPS were conceptualised and will focus on:The elimination of duplication in the dispensing of chronic medication.

Crime prevention and reporting in informal settlements.

The two projects are the result of the CPSI’s participation in a new initiative where The Innovation Hub joined forces with the CPSI, Tshwane Metro and a number of other stakeholders to create an Innovation Exchange where seekers of solutions can post their challenges, and innovators (mostly SMMEs) can respond and submit their solutions).

Following a consultative process, SAPS was given an opportunity to post a challenge on complimentary crime reporting mechanisms in informal settlements.

Helen Joseph Hospital Energy Efficiency Project – Reduction of energy costs to the hospital and development of an innovative model for retrofitting energy-efficient technologies.

This project was launched in partnership with Basil Read and ESKOM. Equipment for measuring energy use was installed at Helen Joseph Hospital in November 2012. A baseline measurement was concluded, and an intervention model agreed with ESKOM.

Gauteng Innovation Competition - The CPSI again supported the second Gauteng Innovation Competition as an adjudicator. The competition focuses on two categories namely Green Economy Innovations and Mobile Technologies for Local Service Delivery. CPSI supports the adjudication of the Mobile category. The competition culminated in a ceremony in January 2013. The CPSI further contracted the 2011 mobile winners, Sowertech, to develop a mobile application for the CIWS (Cooperative Inland Waterways Safety) project.

Work Stream 3: Solution Support and incubationThe objective of the Work Stream is to test, pilot, demonstrate and mainstream innovative solutions (ICT and non-ICT) for


A n n u a l R e p o r t 2 0 1 2 / 1 3 18

the public sector. Challenges and potential solutions are interrogated in collaboration with stakeholders to ensure that line departments and implementing institutions assume ownership of sector specific innovations.

This Work Stream is also responsible for the management of the Multi-media Innovation Centre (MMIC) that has been established within the CPSI. The Multi-media Innovation Centre is a content driven exhibition and decision-support centre with various innovative platforms for leaning, innovation demonstration and planning opportunities for the public sector on innovation implementation.

The MMIC provides space and a platform for public servants to interrogate their specific challenges, and to explore and incubate solutions. This is achieved through capitalising on the full potential of ICTs for both internal efficiency gains and in enhancing service delivery.

The functions of the Solution Support and Incubation Work Stream can be described as to:

Explore innovative solutions with relevant stakeholders to enhance service delivery in the public sector;

Customise and/ or 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 sharing, demonstrating, incubating and main-streaming of innovative solutions to service delivery challenges.

Achievements against the performance

indicators and targets for 2012/13

Honeydew CCTV Policing Cluster Nerve Centre - A high-tech real-time crime prevention facility at the SAPS Honeydew Cluster.

The system will provide a bird’s eye view of a number of SAPS systems, through a dashboard, including the dispatching of the nearest police vehicle and surveillance through CCTV cameras. The dashboard will also use available SAPS systems and newly installed highway and street cameras with number-plate recognition capability to identify stolen vehicles and apprehend crime suspects.

During the period under review, a consolidated partnership model and system architecture for the Honeydew policing nerve centre were finalised with significant technical and resource support from Microsoft with additional support from MTN.

Multi-media Innovation Centre (MMIC) - As part of the on-going development of the Centre to keep it current, the second phase of content development for the MMIC was completed with new functionalities and productivity tools added. In the past year, 226 public servants and international visitors have visited the Centre, including a Kenyan delegation, the DRC Public Administration Minister and his team, a delegation from Singapore brought by the Innovation Hub of South Africa, the Australian Public Service Commission, the World Bank and Microsoft USA.

Work Stream 4: Enabling EnvironmentThe objective of this Work Stream is to create and sustain an enabling environment, which entrenches a culture and practice of innovation in the public sector through innovative platforms and products. The Enabling Environment aims to change

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19

the mind-set of public servants and instil in them a self-challenging attitude to do even better. In doing so, the Work Stream encourages the continuous development of public servants to build a cadre of effective and innovative leaders that are creative and responsible risk takers; and cultivates and harnesses thought leadership on innovations, for instance, through a panel of experts that includes academic and private sector innovators.

The annual awards programme facilitates the unearthing of innovative approaches and solutions and promotes internal recognition and acknowledgement of innovators, leading to the unlocking of resources for improved service delivery.

The functions of the Enabling Environment Work Stream can be described as to:

Establish, maintain and collaborate on local and international innovation learning and knowledge management platforms and products;

Facilitate building of innovation capacity through partnerships with relevant stakeholders;

Promote awareness on and advocate the importance of innovation in the public sector;

Collaborate with and support provincial and local government partners on related activities including Excellence Awards programmes;

Identify, recognise and reward innovative projects for improved service delivery through an annual awards programme.

Following a very successful UNPAN workshop co-hosted with the United Nations Department of Economic and Social Affairs (UNDESA) in October 2012, it was decided

not to host a SADC-UNPAN Workshop in 2013/14. The UNDESA is further planning a follow-up workshop to support SADC countries towards achieving their Open Government objectives, thus creating an opportunity for the SADC network to still meet. Not hosting the UNPAN-SADC workshop will further release resources towards projects.

Achievements against the performance indicators and targets for 2012/13

All Africa Public Sector Innovation Awards (AAPSIA) - AAPSIA is an African Union (AU) programme of the Conference of African Ministers of Public/ Civil Services (CAMPS). The Minister for Public Service and Administration of South Africa is the Champion of this programme with the Ministers of Ghana and Egypt as co-champions. It entails continental marketing of innovation, soliciting of entries, management of the adjudication process and of the awards ceremony.

Marketing was concluded in January 2013. Adjudicators were appointed, and a planning meeting held in Congo-Brazzaville from 4 to 6 April 2013.

UNPAN (United Nations Public Administration Network) Portal - UNPAN is a virtual electronic network that promotes the sharing of knowledge, and the exchange of innovative practices and lessons learned in public policies and management at local, national and international levels.

Through our partnership with the United Nations, the CPSI serves as the UNPAN Southern African Online Regional Centre, with the responsibility of identifying, coordinating and uploading content to the portal on behalf of the SADC Region. Participation in the UNPAN network enables us to be part of a regional and global network for sharing on innovative solutions


A n n u a l R e p o r t 2 0 1 2 / 1 3 20

to persistent service delivery challenges.

As part of this partnership, the CPSI co-hosted with the UN a very successful UNPAN-SADC workshop in October 2012, under the theme: Next Stage in Open Government Data: Using Data for Transparency, Accountability and Collaboration, attended by representatives from 22 countries, including 8 from the SADC Region.

Public Sector Innovation Conference - The conference was held on 23 and 24 August 2012 in East London in the Eastern Cape, in partnership with the Eastern Cape Office of the Premier. Around 650 delegates attended the conference, 150 delegates more compared to the previous years’ conference. The annual conference serves as a platform for innovators to form cross-sector and other partnerships for replication of solutions.

Annual CPSI Public Sector Innovation

Awards - The 2012 Awards ceremony took place on 2 November 2012 with Ligbron Academy of Technology in Mpumalanga being awarded as the Innovator of the Year. Entries continue to increase in number and quality. In 2012, 16 projects were awarded in four categories, and two special Ministerial Awards were also conveyed.

The “Ligbron e-learning Project” is a school-community project where mathematics and science lessons are shared with five rural, disadvantaged and under performing schools by means of video conferencing and desktop sharing. The project uses 21st Century technology to uplift teaching standards and improve learning and results. As a technologically-based education outreach, the project is a first of its kind in Africa, where schools grapple with the challenges of finding sufficient resources to boost the quality of education - particularly in Maths and Science. The finalists and winners projects awarded in the four categories were:

Category 1: innovative partnerships in service deliveryWinner Comprehensive Rural Development Programme, Rural Development and Administration, Mpuma-

langa

1st Runner-up Increasing utilisation of ARTs, Department of Health, North West province

2nd Runner-up Climate Change Awareness Project, Mpumalanga Youth Against Climate Change, Mpumalanga

3rd Runner-up Tshikofokofo Adopt a River, Tshikofokofo, Limpopo

Category 2: innovative use of iCT for Effective Service DeliveryWinner ePharmacy Management System, Dihlabeng Hospital, Department of Health, Free State

1st Runner-up Pharmaceutical Waste Disposal Project, Mahatma Gandhi Hospital. Department of Health, KwaZulu-Natal

2nd Runner-up Adverse incident Management System, Department of Health, Free State

Category 3: innovative service delivery institutionsWinner Ligbron E-Learning, Ligbron Academy of Technology, Department of Education, Mpumalanga

1st Runner-up Basic Radio, Department of Correctional Services, Western Cape

2nd Runner-up Upgrade of the Nsezi Water Treatment Plant, Mhlathuze Water, KwaZulu-Natal

3rd Runner-up Men’s Clinic, City of Johannesburg Metropolitan Council, Gauteng

Category 4: innovative enhancements of internal systems of GovernmentWinner Performance Management Information System, Department of Co-operative Governance, Human

Settlement and Traditional Affairs, Limpopo

1st Runner-up HCT Campaign, Belfast gate Clinic, Department of Health, Mpumalanga

2nd Runner-up Maternity Case records Quality Management project, Department of Health, North West province

3rd Runner-up The Cubicle Dispensing System, Mahatma Gandhi Memorial Hospital, Department of Health, KwaZulu-Natal

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Strategic objectives, performance indicators planned targets and actual achievements

Outputs Performance indi-cators

Actual Achieve-ment 2011/2012

Planned Target 2012/2013


Deviation from planned target

to Actual Achievement for 2012/2013

Comment on deviations

Replica-tion of innovative projects

Facilitated the replication of at least two innova-tive projects

Perma-culture project replicated in 3 other schools in Limpopo

Mpumalanga Water conser-vation project replicated in another province (10 schools)

Mpumalanga Wa-ter conservation project replicated in the Limpopo province in 10 schools

- -

Perma-culture replicated in the Health sector (Helen Joseph Hospital – Gaut-eng)Perma-culture project linked with Water Project for optimal impact and benefits

Job Seman-kane Thabane hospital phar-macy project successfully replicated in two other hos-pitals (Helen Joseph and Mahatma Ghandi)

Project success-fully replicated at Helen Joseph and Mahatma Ghandi Hospitals

- -

Identifica-tion of new initiatives with potential for replication

Not achieved No funding in the financial year available for new initia-tives

New in-novations tested and pi-loted

Model for integrat-ed policing nerve centre tested and piloted at Honey-dew Cluster

Conceptual framework for the Honeydew Police Nerve Centre completed with Phase 1 imple-mented. Current-ly rising funding for the pilot.

Phase 1 of the Operational Real-time crime man-agement facil-ity established.

Workshop held to finalised the concept docu-ment. The look and functionality for the Dashboard was finalised for Honeydew Police Cluster. Project Work

Phase 1 not 100 per cent completed

Partner funding only become avail-able in April 2013, which resulted in a delay in the finalisation of Phase 1

Partners com-mitted

MTN, ZTE and Mi-crosoft committed to the project

- -

Pilot of Inland Wa-ter Safety Model at 5 dams

Support for the further roll-out for the model if prove to be successful

Pilot success-fully rolled out to 4 dams

Pilot at 1 dam not com-pleted

Pilot at the Midmar dam is not com-pleted and is waiting to consultation for local stake-holders


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Energy efficiency model implement-ed at Helen Joseph Hospital

Energy ef-ficiency model investigated and imple-mented

Draft MoU was submitted to Basil Read, Completion of energy meas-urements, Solicit ESKOM support

Model not implemented

Implementa-tion could not be completed due to the change in Management at Helen Jo-seph Hospital and the delay in the con-sultation with ESKOM which could only be finalised in March 2012

Increase use of M-Gov-ernment to deliver services

Number of M-Government pilot projects initiated

Model devel-oped to in-crease uptake of mobile tech-nologies by service delivery institutions

Two mobile solu-tions have been developed as part of Inland Water Safety Inland project (UPN system based on results of pilot project rolled out by Department of Water Affairs and a Mobile Tasked base Manage-ment System (M-Strat) is currently been developed in collaboration with M-lab)

- -

Participated in the Adjudication in Gauteng Innova-tion Competi-tion to search to service delivery problems

- -

Participated in Innovation Ex-change when two challenges were posted (Dispensa-tion medication and Crime report-ing in informal settlements) 40 potential solu-tions are currently under review

- -

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Analytical studies on future innovation scenarios

Future Watch Series (FWS) Published

Publishing of the Future Watch Edition did not take place as earmarked donor funding was not released. A series of articles on the subject is planned for publishing in the journal “Ideas that Work”.

Development of articles on the impact of Climate Change on future service delivery to be published in Ideas that Work.

Article on im-pact of Climate Changes on future service delivery developed and submitted for publishing in the second edition in the Journal “Ideas that Work”

- -

Content genera-tion and case study develop-ment

Desktop research for Multi-media In-novation Centre to support the devel-opment of knowl-edge repositories for the Innovation Centre

10 Case studies for use in the in-novation centre was identified and the process of converting the content was start-ed. The content will be uploaded as part of phase 2 of the content development, to be concluded towards the end of 2012.

Phase 2 of Innovation Centre Imple-mented

Case studies developed and installed as part of Phase 2 on the content develop-ment for the Multi-media Innovation Centre

Ten case stud-ies completed for inclusion in repositories

All case stud-ies completed, submitted and installed in the Multi-media Inno-vation Centre

Content genera-tions for Innovation Journal.

Seven innovations were converted into articles for publication in the journal “Ideas that Work”

Content generation for Innovation Journal

Seven innovations were converted into articles for publication in the first edition of the journal “Ideas that Work”. Twelve innovations were converted into ar-ticles and submit-ted for publishing in the second edi-tion of the journal “Ideas that Work”


A n n u a l R e p o r t 2 0 1 2 / 1 3 24








Dem-onstra-tion and entrench-ment of Innovation in the Pub-lic Sector

A functional Multi-media Innovation Centre

MMIC received approximately 300 public sector of-ficials and private sector visitors. Phase 2 started to be completed in 2012, with 20 case studies.

Appropriate Content and databases maintained and updated regularly

The Multi-media Innovation Centre received ap-proximately 226 public officials and private sector visitors. Phase 2 of the Multi-media In-novation Centre content develop-ment was finalised and all equipment and content was installed and is functional

Virtual Innovation Centre

Web-based access to be completed in the 2012/13 financial year due to fund-ing constrains.

Web-based access to the content in innovation centre

Not achieved Web-based access to content in Innovation centre was not developed

The web-based access to a Virtual Innovation Centre was depended on the finalisation of the phase 2 of the content development which was only complet-ed in March 2013.

Annual CPSI Pub-lic Sector Innovation Awards Pro-gramme

Innovative Public Sector projects and programmes in five categories awarded in line with government priorities.

Awards ceremony held on 4 Novem-ber 2011

Annual awards ceremony hosted

Awards ceremony held on 2 Novem-ber 2012

- -

Public Sector Innovation Confer-ence

Conference held and conference report developed

Conference held on 24 to 25 August 2011, attended by about 400 delegates

Well attended conference hosted

Conference held on 23-24 August 2012 in Eastern Cape attended by 650 delegatesConference report was developed

- -

Innovation Journal “Ideas that Work”

Journal on public sector innovation with best practices and case studies published

One edition published. Due to the lack of Human Capacity the sec-ond edition was not published

Two editions published

One edition published and distributed

Only edition was published. Second edi-tion has been developed

Journal editor post was only filled in De-cember 2013

Building innovation Manage-ment Capacity

Executive mod-ule on Innovation management available through PALAMA and other partners

Innovation Module NQF and aligned through PALAMA

Innovation module NQF aligned and piloted

Module was NQF aligned and ac-credited Pilot for Train the Trainer session held in April 2012.

- -

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On-going train-ing by PALAMA monitored

Appointment of facilitators by PALAMA is delayed

Implementa-tion not done by PALAMA

Annual training of CPSI Awards Finalists

Annual training for CPSI Awards final-ists were done on 1 and 2 November 2012

- -

Knowl-edge por-tal on In-novation, Public Ad-ministra-tion and Finance for SA and SADC

Functional UNPAN online regional centre with grow-ing SADC reposi-tory and increased SADC participation and use

UNPAN workshop held on 4 to 5 May 2011. 1768 UNPAN portal uploads (199 documents, 127 events, 1442 news)

Growing con-tent form SADC uploaded

1312 UNPAN portal uploads (149 documents, 123 events, 1040 news)

Annual work-shop hosted

Workshop held 10-12 October 2012 in Cape Town, attended by 22 countries

- -

All Africa Innovation Awards Pro-gramme

Innovative con-tinental projects awarded in three categories

Awards ceremony held in Nairobi Kenya in May 2011. Awards publication devel-oped and printed

Marketing of AAPSIA Awards programme concluded and entries received

Marketing of AAP-SIA concluded and 97 entries from 14 countries received

- -

Finalist projects profiled in the awards publica-tion. Funding could not be secured for full case study devel-opment

- - - -

Awards cer-emony hosted

- Awards ceremony will take place in July 2013

Decision was made by Africa Union to host the ceremony in July2013 in Ethiopia

Case study de-velopment of finalist projects

- Case studies can only be developed and awards ceremony

Decision was made by Africa Union to host the ceremony in July 2013 in Ethiopia


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PART C: FiNANCES AND HUMAN RESOURCE MANAGEMENT

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27

1. GOVERNMENT COMPONENT’S EXPENDiTURE (iNCLUDED AS PART OF DPSA’S ANNUAL REPORT)

The Centre for Public Service Innovation expenditure is included as a sub programme in Programme 5: Service Delivery and Organisation Transformation.

The CPSI received its funds through the DPSA’s Vote, Vote 12. The total allocation to the CPSI is 2.6 per cent of the total appropriation (R816, 371 million) of the DPSA’s Vote.

The original appropriation for the CPSI as on 1 April 2012 was R16, 036 million. The amount was increased by R4, 868 million after the Adjusted Estimates increasing the total appropriation to R20, 904 million. The increase was to supplement the budget of the CPSI mainly to fund the United Nations global workshop in October 2012. The workshop was co-hosted with the UN (UNDESA).

The annual budget of the CPSI grew at an annual average rate of 10.10 per cent between 2010/11 and 2012/13 from R17, 909 million in 2010/11 to R20, 904 million in 2012/13. Compensation of employees was 44.53 per cent of the total expenditure in 2012/13. Payment towards office accommodation (including the MMIC) amounted to 7.71 per cent of the total expenditure in 2012/13.

6. SUMMARY OF FiNANCiAL iNFORMATiON

6.1 Departmental EntitiesDue to the nature of the activities carried out

by the CPSI, it is not required from the CPSI to collect revenue. Included in the DPSA’s Annual Report is all receipts generated by the CPSI for 2012/13 from commission on insurance expenditure

1.2 Transfer Payments, Excluding Public EntitiesThe CPSI did not make or receive any transfer payments to or from any organisation during the period under review.

1.3 Public Entities Not applicable

1.4 Conditional Grants and Earmarked Funds Received/ Paid - The CPSI did not pay and/or receive any conditional grants and/or earmarked funds during the reporting period.

1.5 Donor Funds -During the reporting period the CPSI did not receive Donor assistance in cash or in-kind.

1.6 Capital investment, Maintenance and Asset Management Plan The CPSI does not have any capital investments.

2011/2012 2011/2012

Sub- Pro-gramme Name

Final Appropriation

R’000

ActualExpenditure

R’000

Under Expendi-ture

R’000

Final Appropriation

R’000

ActualExpenditure

R’000

(Over)/Under Expenditure

R’000Centre for Public Service Innovation

20 904 20 613 291 17 234 17 200 34


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2. HUMAN RESOURCE OVERSiGHT STATiSTiCS

The Human Resources administration of the CPSI is performed by the DPSA as part of the shared services agreement between the organisations. The oversight statistics of the CPSI is included as part of the Annual report of the DPSA. The tables below were extracted from the statistics, as reported by the DPSA.

2.1 Personnel Related ExpenditureThe following tables summarises the personnel related expenditure of the CPSI as included as part of the Annual report of the DPSA Personnel cost by programme, 2012/13.

Personnel expenditure by programme (as included as part of the Annual Report of the DPSA)Total Expenditure

(R’000)Personnel Expend-

iture (R’000)Training Expendi-

ture(R’000)

Professional and Special Ser-

vices Expenditure (R’000)

Personnel Expend-iture as a % of

total expenditure

Average person-nel cost per em-ployee (R’000)

20 613 9 178 57 419 44.53 417

Salaries, Overtime, Home Owners Allowance and Medical Aid by programme (as included as part of the Annual Report of the DPSA)

Salaries Overtime Home Owners Allowance MedicalAmount (R’000)

Salaries as a % of person-

nel costs

Amount (R’000)

Overtime as a % of per-sonnel costs

Amount (R’000)

HOA as a % of personnel

costs

Amount (R’000)

Medical aid as a % of per-sonnel costs

5 915 64.45 - - 150 1.63 177 1.93

2.2 Employment and VacanciesEmployment statistics of the CPSI in included as part of the Annual Report of the DPSA

Employment and vacancies for CPSi (as included in the DPSA’s Annual Report)Number of posts on ap-proved establishment

Number of posts filled Vacancy Rate Number of employees addi-tional to the establishment

24 2 0.08 7

Employment and vacancies by salary band (as included in the DPSA’s Annual Report)Salary band Number of posts

on approved es-tablishment

Number of posts filled

Vacancy Rate Number of employees addi-tional to the establishment

Lower skilled ( 1-2) 2 2 2

Skilled(3-5) 3 3 3

Highly skilled production (6-8) 4 4

Highly skilled supervision (9-12)

8 7 0.13 2

Senior Management (13-16) 7 6 0.14

Total 24 22 0.08 7

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29

2.3 Job Evaluation

During the period under review:• No posts were job evaluated within

the CPSI’s establishment; • No posts were upgraded within the

CPSI’s establishment;• None of the employees of the CPSI

received salary levels higher than those determined by job evaluation.

2.4 Employment Changes Annual turnover rates by salary band (as included as part of the Annual Report of the DPSA)

Salary Band Number of employ-ees at beginning of period-April 2012

Appointments and transfers into the or-

ganisation

Terminations and transfers out of the

organisation

Turnover rate

Lower skilled ( Levels 1-2)

Skilled (Levels 3-5)

Highly skilled produc-tion (Levels 6-8)

3

Highly skilled supervi-sion (Levels 9-12)

5 1

Senior Management Service Bands A

5 1

Contracts 2 5

Total 15 7

During the period under review the CPSI did not have:• Any terminations and transfers out of the organisations;• None of the employees received promotions.

2.5 Employment Equity Total number of employees (including employees with disabilities) in each of the following occupational categories as at 31 March 2013 (as included as part of the Annual Report of the DPSA)

Occupational category Male Female TotalAfrican Coloured indian White African Coloured indian White

Legislators, senior officials and managers

1 1 3 1 6

Professionals 3 3 6

Clerks 3 7 10

Total 7 1 13 1 22

Employees with disabilities 1 1


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Total number of employees (including employees with disabilities) in each of the following occupational bands on 31 March 2013 (as included as part of the Annual Report of the DPSA)

Occupational Band Male Female TotalAfrican Coloured indian White African Coloured indian White

Top Management(L15-L16) 1 1

Senior Management(L13-L14) 1 1 2 1 5

Professionally qualified and experienced specialists and mid-management

3 3 6

Semi-skilled and discretion-ary decision making

3 7 10

Total 7 1 13 1 22

Recruitment (as included as part of the Annual Report of the DPSA)Occupational Band Male Female Total

African Coloured indian White African Coloured indian WhiteSenior Management 1 1

Professionally qualified and experienced specialists and mid-management

1 1

Semi-skilled and discretion-ary decision making

2 3

Total 3 3 1 7

Employees with disabilities 1 1 1

During the period under review the CPSI did not have:• Any promotions within the organisation;• Any termination of service within the organisation;• No disciplinary action was taken against employees within the organisation.

Skills development (as included as part of the Annual Report of the DPSA)Occupational category Male Female Total

African Coloured indian White African Coloured indian WhiteProfessionals 1 1

Clerks 2 1 3

Total 3 1 4

Employees with disabilities 1 1 1

2.6 Performance RewardsTo encourage good performance, the CPSI has granted the following performance rewards during the year under review. The information is presented in terms of race, gender, and disability), salary bands and critical occupations.

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Performance related rewards (cash bonus), by salary band for Senior Management Service (as included as part of the Annual Report of the DPSA)

Salary Band Beneficiary Profile CostNumber of

beneficiariesNumber of employees

% of total within salary bands

Total Cost (R’000)

Average cost per employee

Total cost as a % of the total personnel ex-

penditureBand A 2

Band B 1 3 33.3 43 43 0.45

Band C 1

Band D

Total 1 6 16.7 43 43 0.45

Performance Rewards by race, gender and disability (as included as part of the Annual Report of the DPSA)

Race and Gender Beneficiary Profile CostNumber of

beneficiariesNumber ofemployees

% of total within group

Cost (R’000) Average cost per employee

African Male 1 7 14.3 15 13

Asian Male

Coloured Male

White Male 1 1 100 43 43

African Female 3 13 23.1 40 13

Asian Female

Coloured Female

White Female 1

Total 5 22 22.7 98 19.6

Performance Rewards by salary band for personnel below Senior Management Service, (as included as part of the Annual Report of the DPSA)

Salary Band Beneficiary Profile CostNumber of

beneficiariesNumber of employees

% of total within salary

bands

Total Cost

(R’000)

Average cost per

employee

Total cost as a % of the total per-sonnel expendi-

tureLower Skilled (Levels 1-2) 2

Skilled (level 3-5) 3

Highly skilled production (level 6-8) 2 4 50 22 11 0.23

Highly skilled supervision (level 9-12) 2 7 28.6 33 16.5 0.35

Total 4 16 25.0 55 13.75 0.55

2.7 Leave Utilisation Information with regard to the leave utilisation of the CPSI is included in the Annual Report of the DPSA.Sick leave (as included as part of the Annual Report of the DPSA)

Salary Band Total days % Days with Medical certifi-

cation

Number of Employees us-ing sick leave

% of total em-ployees using

sick leave

Average days per employee

Lower Skills (Level 1-2) 13 5 2 100 6.50

Skilled (levels 3-5)

Highly skilled production (levels 6-8) 15 12 4 80 3.75

Highly skilled supervision (levels 9 -12) 9 6 3 50 3.00

Top and Senior management (levels 13-16)

74 73 5 83.33 14.80

Total 111 96 14 63.64 7.93


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Disability leave (temporary and permanent)

No information has been recorded for disability leave for the CPSI during the period under review.

Annual Leave (as included as part of the Annual Report of the DPSA)Salary Band Total days taken Number of Employees using

annual leaveAverage per employee

Lower skilled (Levels 1-2) 21 2 10.5

Skilled Levels 3-5)

Highly skilled production (Levels 6-8)

136 5 27.2

Highly skilled supervision(Levels 9-12)

121 6 20.2

Senior management (Levels 13-16)

139 6 23.2

Total 417 18 23.2

Capped LeaveNo capped leave was taken by any of the CPSI employees during the period under review.

Leave payoutsNo leave payouts were made during the 2012/13 financial year.

2.8 Labour RelationsAll Labour Relations matters of the CPSI are handled and reported by the DPSA.

2.9 Skills DevelopmentAll Skills development matters of the CPSI are handled and reported by the DPSA.

2.10 injury on DutyNo injury on duty was reported by the CPSI during the period under review.

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2.11 Utilisation of ConsultantsReport on consultant appointments using appropriated funds (as included as part of the Annual Report of the DPSA)

Project Title Total Number of consultants that worked on project

Duration Work days

Contract value in Rand

Audio and video equipment and the production during CPSI Innovation Conference

1 2 134 878.19

Audio and video equipment and the production during CPSI Awards

1 1 192 917.04

Audio and video equipment and the production during CPSI Awards

1 1 192 917.06

Sound and DJ hire during CPSI Innovation Conference Gala Dinner in East London

1 1 48 000.00

Development of Multi media Innovation Centre Phase 2 (CPSI)

- - 249 334.50

Job Evaluation for CPSI posts - - 4 975.50

Job Evaluation for CPSI posts - - 8 292.50

Customisation and implementation of a task manage-ment system (CPSI)

1 6 14 975.50

Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged individuals (HDis) (as included as part of the Annual Report of the DPSA)

Project Title Percentage ownership by HDi groups

Percentage management by HDi groups

Number of Consultants from HDi groups that work on the

projectAudio and video equipment and the production during CPSI Innovation Conference

- - -

Audio and video equipment and the production during CPSI awards

1.00 1.00 2.00

Audio and video equipment and the production during CPSI awards

1.00 1.00 2.00

Sound and DJ hire during CPSI Innovation Conference Gala Dinner in East London

- - -

Development of Multi media Innovation Centre Phase 2 (CPSI)

_ _ _

Customisation and imple-mentation of a task man-agement system (CPSI)

_ _ _


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35

Address PostalPostnet Highveld Suite 404Private Bag X111Centurion0001

Address PhysicalCorporate 66 Office ParkCorner Von Willigh andLenchen StreetCenturionPretoriaSouth Africa

Geographic Positioning Coordinates (GPS)25º51’11.19”S28º11’44.52”E

Contact DetailsTel: +27 (0)12 683 2800 0860000 CPSI (2774)Fax: +27 (0)12 643 0943E- mail: [email protected]: CPSI_SASkype: CPSinnov8Facebook: Centre for Pub-lic Service Innovation

RP108/2013ISBN: 978-0-621-41763-0

Documents

ANNUAL REPORT - CPSI · the CPSI Public Sector Innovation Awards programme has become an internationally recognised initiative, unearthing some of the top public sector innovations