presentations to the portfolio committee on the 2014/15 annual report q 2 performance forward...

Presentations to the Portfolio Committee on the

2014/15 Annual Report Q 2 performanceForward Funding

Requirements

14 October 2015

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

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

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 Achieved The planned quarterly targets have not been achieved

6

2014/15 Annual Performance and Auditor General Report

Achieved

87%

Not Achieve

d13%

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 4 4 - 100%

Enabling Environment 7 7 - 100%

Solution Support and Incubation

4 2 2 50%

OVERALL CPSI PERFOMANCE

15 13 2 87%

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Highlights AR 2014/15Concluded 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 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

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


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

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.


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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


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.


15

Highlights – APP 2015/16 (April to September 2015) 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

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Highlights – APP 2015/16 (April to September 2015) 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.

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Performance Indicators, Planned Targets and Actual Achievements

Research and Development

Indicator Target 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 deviation Not applicable


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.


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Indicator Target Actual Achievement 2014/2015 Deviation from planned target to Actual Achievement for 2014/2015


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.


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”.


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Enabling Environment

Indicator Target Actual Achievement 2014/2015

Deviation from planned target to Actual Achievement for 2014/2015


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 12th Public Sector Innovation Awards Ceremony, hosted on the 31st

of October 2014


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 8th 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.


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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


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.


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Performance Indicators, Planned Targets and Actual AchievementsEnabling Environment




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

AchievedThe CPSI uploaded 1403 documents to the UNPAN portal from SADC countries.


Annual workshop hosted for member countries

Achieved The UNPAN workshop was hosted in September 2014 for SADC member states.


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.


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Performance Indicators, Planned Targets and Actual AchievementsSolution Support and Incubation




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

AchievedThe 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


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

AchievedThe content of the MMIC is available on the CPSI Website. The content was demonstrated at three off-sites events


23






Number of innovative projects initiated for replication

Two innovative projects identified and supported for replication

Not achievedTwo 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.


One prototype of integrated policing nerve centre tested at Honeydew Cluster

Not achievedThe 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.

24

Strategy to overcome areas of under performance

The replication of the Ligbron E-Learning Project – the 1st phase of the project was completed in the 2nd quarter of 2015/16

Ministerial Intervention solicited for the Honeydew Cluster Policing Project.

25

2014/15 Financial Performance

The CPSI’s financial and HR performance is included in the DPSA’s Annual Report

Annual Performance Plan 2015/16 – preliminary

outcome - 2nd quarter

27

Overview of the Organisation’s Performance

Description No of Targets

Quarter Targets

Achieved / (preliminar

y)

Quarter Targets Not Achieved / (preliminar

y)

% Percenta

ge achieve

mentActual Achievements for 1st Quarter

19 13 6 68

2nd Quarter Targets Achieved (preliminary)

20 18 2 90

Achieved68%

Not Achieved

32%

1st Quarter

Achieved90%

Not Achieved10%

2nd Quarter

28

Target no

Unit Target for 2015/16 as per Annual

Performance Plan (APP)

2nd Quarter Target as per

APP

Preliminary Achievement

for the 2nd 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

1SM Quarterly 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

Achieved None Achieved

2SM Submit 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

Achieved None Achieved

Performance indicators and actual achievement tables

Strategic Management

29

Target no

Unit Target for 2015/16 as per

Annual Performance Plan (APP)


APP

Preliminary Achievement for the 2nd Quarter



targets

Performance Rating


EFFECTIVE CORPORATE RESOURCE MANAGEMENT


To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency

3CRM Identify, 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

None Achieved


Corporate Resource Management

30

Target no


Annual Performance Plan

(APP)


APP


for the 2nd Quarter

Comment/ Mechanisms to address

differences in targets

Performance Rating


EFFECTIVE FINANCIAL MANAGEMENT


To provide effective Financial and Supply Chain Management by monitoring the organisation’s expenditure and ensuring compliance with statutory reporting requirements

4OCFO Quarterly 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

None Achieved

5OCFO Submit 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

None Achieved


Office of the Chief Financial Officer

31

Target no


Annual Performance Plan

(APP)


APP


for the 2nd Quarter



Performance Rating


EFFECTIVE FINANCIAL MANAGEMENT


To provide effective Financial and Supply Chain Management by monitoring the organisation’s expenditure and ensuring compliance with statutory reporting requirements

6OCFO Submit 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

None Achieved

7OCFO Identify, 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

None Achieved


Office of the Chief Financial Officer

32

Target no




APP




targets

Performance Rating


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&D At 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

None Achieved



33

Target no




APP



address differences in targets

Performance

Rating


IDENTIFICATION AND CONFIRMATION OF CHALLENGES FOR TARGETED SOLUTIONS


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&D At 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&D At 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

None Challenge was not posted

Not Achieved

Performance indicators and actual achievement tablesResearch and Development

34

Target no




APP




targets

Performance Rating


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

11SSI At 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

None Achieved

12SSI At 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

None Achieved



35

Target no




APP




targets

Performance Rating


PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS



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.

13SSI At 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

None Achieved

14SSI Assessment of the MMIC equipment and content requirements for possible upgrading and updating in 2016/17

Assessment of the MMIC equipment and content requirements for possible upgrading and updating in 2016/17

MMIC equipment and content requirements assessed

None Achieved

Performance indicators and actual achievement tablesSolution Support and Incubation

36

Target no




APP


Comment/ Mechanisms to address differences in targets

Performance

Rating


PILOT, DEMONSTRATE AND FACILITATE THE REPLICATION OF INNOVATIVE MODELS AND SOLUTIONS



15SSI Two 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.

None Achieved

Performance indicators and actual achievement tablesSolution Support and Incubation

37

Target no



2nd Quarter Target as per APP


for the 2nd Quarter



Performance

Rating


INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS


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.

16EE At 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.

None Achieved

17EE Host 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

None Achieved

Performance indicators and actual achievement tablesEnabling Environment

38

Target no




APP




targets

Performance Rating


INNOVATION KNOWLEDGE PROGRAMMES, PRODUCTS AND PLATFORMS


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

18EE Vol 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

None Achieved



39

Target no



2nd Quarter Target as per APP

Preliminary Achievement for the

2nd Quarter

Comment/ Mechanisms to address differences in targets

Performance Rating


CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENA


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.

19EE Number 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

None Achieved



40


Target no




APP


for the 2nd Quarter



targets

Performance Rating


CONTRIBUTION TOWARDS IMPROVED PUBLIC SERVICE AND ADMINISTRATION, INCLUDING AFRICA AND THE INTERNATIONAL ARENA


Participating in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives

20EE Conduct two SADC country visits

Undertake one country visit to one SADC country

One country visit conducted in July 2015 to Botswana

None Achieved


41

2015/16 Financial Performance for the period April – September 2015

Actual Expendi-ture

1272484%

Unspent amount

236916%

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

Actual Expendi-

ture1272444%

Unspent Appropria-

tion1627956%

Actual Expenditure compared to Total allocation for the Financial year

43


Monthly projections against actual expenditure

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-150

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2,0

54

2,2

15

2,8

66

2,1

63

2,2

35

3,5

57

1,1

52

1,4

17

2,5

60

2,1

61

3,3

84

2,0

50

Projected expendi-tureActual expenditure

44

Expenditure per economic classification April – September 2015

Economic classificationFinal

Appropriation

Actual Expenditu

re

(Over)/Under Expenditure

% Spend

Current Payments 15 038 12 708 2 33084.5

0Compensation of Employees

7 580 7 504 76 98.99

Goods and Services 7 458 5 203 2 255 69.76Transfer and Subsidies

24 17 770.8

1Departmental Agencies and Accounts

24 17 7 70.81

Payment of Capital Assets

30 - 30 -

Machinery and Equipment

30 - 30 -

TOTAL 15 092 12 724 2 36984.3

0

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.

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.

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.

Forward Funding or realignment for the

medium term budget

50

Medium Term budget allocations for the period 2015/16 to 2018/19

2015/16

2016/17

2017/18

2018/19

Annual Appropriation

29 003 32 094 34 434 36 431

% Increase 11% 7% 6%

Administration Public Service Innovation -

5,000

10,000

15,000

20,000

25,000

14,0

12

14,9

91

16,4

93

15,6

01

17,8

31

16,6

03

19,0

78

17,3

53

2015/162016/172017/182018/19

51

Medium term budget allocation per economic classification

Economic classification2016/17

2017/18

2018/19

Current Payments 32 006 34 370 34 845Compensation of Employees

17 236 18 560 19 640

Goods and Services 14 770 15 810 15 205Transfer and Subsidies 19 21 23Departmental Agencies and Accounts

19 21 23

Payment of Capital Assets

69 69 73

Machinery and Equipment 69 69 73TOTAL 32 094 34 460 34 941

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

53

Thank you!

presentations to the portfolio committee on the 2014/15 annual report q 2 performance forward...

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