15 March 2017 CENTRE FOR PUBLIC SERVICE INNOVATION 1 Overview Background New Projects Strategic Health Focus new projects Multiyear projects Awards as feeder p rogramme Capacity ID: 565026
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Presentation to Portfolio Committee on New Innovation Projects
15
March 2017CENTRE FOR PUBLIC SERVICE INNOVATION
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OverviewBackground New ProjectsStrategic Health Focus – new projectsMulti-year projectsAwards as feeder programmeCapacityStructureDiscussions2Slide3
BackgroundThe selection of projects is guided by the National Development Plan’s vision of building a capable and developmental state, as well as the following outcomes of Government’s 2014-2019 Medium Term Strategic Framework:Outcome 1: Access to quality Basic Education Outcome 2: Health AccessOutcome 3: Reduction of CrimeOutcome 12: Effectiveness, efficiency, development oriented public service3Slide4
BackgroundValue proposition:Leverage innovation (ICT & non-ICT) to unlock service delivery challengesWhere strategies / policies / frameworks / templates / service delivery models are not achieving the desired outcomes, we harness innovation to unlock service delivery blockages, thus improving efficiency and effectiveness and saving money Leverage gains in the S&T field to the benefit of citizensHarness strategic partnerships – Private, public, NGO and academic sectors to benefit service delivery, e.g. UN, MTN, TIH.Provide a risk-friendly environment for testing and piloting4Slide5
BackgroundValue proposition:Create an enabling environment for PS innovation to thrive within departmentsProducts and platforms on PS innovation (Conference, workshops, Journal)Multi-media Innovation Centre where public servants can explore their challenges, access a repository of innovative solutions (local and international) and engage with CPSI staff Unearth implemented innovations for replication and scaling to avoid re-inventing the wheel. Recognise and reward innovative public servants and teamsFacilitate replication of awarded projectsChampion regional and international thought-leadership on PS Innovation
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BackgroundNew projects are initiated in the following ways:Departments approach the CPSI and request support. Departments then take ownership and the CPSI work closely with the department or institution to confirm the perceived challenge, determine if innovation is needed and then support the development of a new innovation. The CPSI approaches a department or institution with a service delivery solution unearthed through the annual CPSI Public Sector Innovation Awards or identified through our international innovation networks. The CPSI receives a ministerial or Portfolio Committee Directive to intervene (e.g. after an unannounced site visit).Initiating a project is a lengthy and complex process as we first have to ensure the buy-in of all stakeholders before being able to start with adaptation and implementation.NB: SOME WILL BE PILOTS/PROTOTYPES, OTHERS WILL BE REPLICATIONS
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New Projects7Home Affairs - Front-office optimisationInitiated a project with Department of Home Affairs to support their Front Office Improvement Plan to develop a management and reporting tool to identify, report and manage challenges such as long queues or system problems.DTI - Performance reporting of public entitiesInitiated a project with DTI to optimise, track and standardise performance reporting of entities reporting to the department through a web-based in-house application. This will enable the department and Minister to have a “dashboard” view of performance against the entities’ mandates.Slide8
Strategic Health Focus – new projectsIn order to best leverage limited resources, the CPSI took a strategic decision to have a sector-specific focus, prioritising health. Numerous requests from hospitalsSignificant number of awards entries (innovative solutions) coming from the Health Sector Health topical e.g. Statistician General highlighted challenges with maternal and infant mortalityChallenge of queues in hospitals but queue management frameworks, systems and training not effective (over the years) due to numerous back office challenges (root causes not the same in all institutions) – queues are a symptom of deeper and complex issues
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Strategic Health Focus: new projectsThe CPSI, starting in 2015, initiated a series of provincial health sector specific workshops in collaboration with the UNDP and GEMS:Five provincial health sector specific workshops have been conducted to date for 163 hospital CEOs and clinical managers in Limpopo, Mpumalanga, KZN and Gauteng. The Gauteng workshops have already resulted in the projects in Bertha Gxowa, Chris Hani Baragwanath, Far East Rand, Leratong and Tembisa hospitals. The UNDP has committed to co-fund the workshops over the next four years, based on the success thus far.WHILST THE SECTOR SPECIFIC FOCUS WAS ON HEALTH, EDUCATION AND FINANICIAL SERVICES WILL ALSO
IN FUTURE BE PRIORITISED
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Health Projects10Innovation Hubs in hospitals:In support of the Gauteng Department of Health’s Lean Management initiative, the CPSI is facilitating the development of a hospital-based innovation hub at Bertha Gxowa Hospital – replication of Groote Schuur model (from awards)Tembisa Hospital: requested the CPSI’s support to optimise theatre utilisation (currently at around 30%)Maternal referral system between Chris Hani Baragwanath and feeder clinics:
Development of referral system with entrepreneurs at The Innovation Hub. This project will contribute to the reduction of maternal and infant mortality and the reduction of queues.
Pharmacy optimisation project at Chris Hani Baragwanath HospitalAutomation of back-office to decongest and reduce queues, reduce dispensing time and eliminate stock losses (from awards - successfully implemented at Helen Joseph Hospital)Slide11
Health Projects11Health - High-volume Cataract TheatreInitiated this innovative solution to double the number of cataract operations at Bheki Mlangeni Hospital. This initiative will reduce pressure and the backlog of an estimated 4 000 eye operations at Chris Hani Baragwanath hospital. Hospital blood-use optimisation projects New projects already implemented: Bertha Gxowa Hospital (district hospital): Saving of R104 731 from May 2016 to January 2017Far East Rand Hospital (regional hospital): Saving of R200 000 for January 2017
New projects initiated at the following sites:Chris Hani
Baragwanath Hospital (academic hospital)Leratong HospitalTembisa HospitalPholosong hospital
Training has been completed and are in the process of implementing
(e.g. setting up of blood transfusion committees and accountability measures)Slide12
Multi-year projects12 Safety and Security in Schools installing innovative alarm systems linked to CPF and local police stations in 140 no-fee schools in Gauteng and handing out 3500 personal alarms to learners. More than 20 police stations now linked to system. The Helen Joseph Energy Efficiency project Multi-year pilot to develop a model to reduce the energy use in state hospitals in close collaboration with GDID and GDOH. What has been achieved especially in savings? Other Gauteng hospitals started introducing elements of the model and more than R3 million has been saved at Charlotte Maxeke hospitaleLearning in Mthatha
On 13 March 2017 the MEC, on behalf of the Minister, handed over an elarning solution (multi-media computer centres) that is assisting two neighbouring schools to benefit from the excellence in Mathematics and Science being achieved by St Johns College in Mthatha.Slide13
Awards as a “feeder” programme 13The CPSI Public Sector Innovation Awards Programme serves as a “feeder programme where we unearth new innovations for replication and recognise innovative initiatives. This programme has been benchmarked by organisations such as the UN and OECD (see next slide).The 2016 Awards have brought to the fore 16 new projects from which more projects will be selected for replication: examples:Cable theft prevention project in Free State
Contractor development project in Free State
Revenue Enhancement Project in LimpopoNB: When a project is being replicated in a new environment it becomes a totally new project, with new dynamics and we start from scratch.Slide14
Awards as a “feeder” programme 14Global benchmarking of the CPSI’s Awards programme:February 2017 OECD report: INNOVATION SKILLS IN THE PUBLIC SECTOR: BUILDING CAPABILITY IN CHILESlide15
Youth and Entrepreneurial Development15CPSI inundated with requests with “new” solutions from service providers, entrepreneurs.Most pitching their product in the hope that CPSI can facilitate business with the state.Therefore own development process in collaboration with other entities in the National System of InnovationIdentify real service delivery challenge with departmentInvestigate root causes and potential solutions If no solution available, post on The Innovation Hub’s OpenIX Exchange Invite community of innovators to respond with potential solutions (conceptual/prototype/tested)Platform connect 6000+ entrepreneurs, including eKasiLabs, Mlabs and provincial development agenciesBest solution then selected for testing and piloting in a service delivery contextSlide16
Youth and Entrepreneurial Development16Solutions developed thus far:Elimination of duplication in dispensing chronic medication (City of Tshwane)Memeza Household and Community Alarm (Honeydew Cluster)Through the Awards, especially the Special Ministerial Awards, the CPSI identify, recognise and reward social entrepreneurs that contribute to service delivery improvement, including:Re-purpose School BagsMedicine on WheelsCable theft preventionSlide17
Challenges17Current capacity to manage projects: 2 project managers and one researcher Leadership support With every change at leadership level projects are compromised. Very difficult to secure executive leadership support in some departmentsFunding for innovation on departmental level is a challengeProcurement of new solutions from local entrepreneurs should be prioritised vis-à-vis procurement of resellers of off-the-shelf solutionsCulture of risk aversion discourages the willingness of accounting officers to test new solutionsSlide18
Structure18Slide19
THANK YOU19