Integrated Provincial Support Programme

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Integrated Provincial Support Programme

• Presentation to Select Committee, NCOP
• 8 June 2004

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Presenters

• Marcel Wilson (DPSA)
• Office of the National Coordinator, IPSP
• Thuli Radebe (DPSA)
• Learning and Knowledge Management
• Mashupye Matlala (Limpopo Province)
• Provincial Coordinator, IPSP

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Introduction

• Government has to deal with challenges of
  building capable institutions to improve service
  delivery
• Need institutions to have appropriate systems,
  processes, HR skills, culture,etc.
• Good examples of progress may exist, but more
  needs to be done
• The IPSP partnership came about in 2000 to assist
  provinces on these matters.

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What is the IPSP? (1)

• Programme/partnership to support provinces to
  improve service delivery and achieve the PGDS
• Five provinces on board at this stage Eastern
  Cape, Limpopo, Mpumalanga, Free State and KZN

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What is the IPSP? (2)

• The Programme ensures
• Promotion of learning and knowledge management
• Achievement of donor co-ordination
• Strategic targeting of projects to optimise
  impact
• Institutionalisation of projects to achieve
  sustainability
• Piloting of new initiatives

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What is the IPSP? (3)

• Programme memorandum designed with DPSA playing a
  co-ordination role
• Management structure in place including national
  and provincial spheres
• Provinces develop own priorities and projects
  within the framework of six outputs

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Output 1 Improve ability of the centre of
provincial government to co-ordinate and manage
pro-poor policies and development

• Implementation of PM systems significant
  progress in three provinces (100 implementation
  in Limpopo and FS and 80 in Mpumalanga). Overall
  improvement in service delivery as employees are
  monitored and assessed.
• Functional PGDSs reviewed in 5 provinces and
  functional in three. Informing and guiding
  service delivery intervention programmes in the
  provinces.
• Back office support Updating of HR records took
  place and eradication of leave backlogs

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Output 2 Improved resource utilisation and
enhanced accessibility of basic services for the
poor

• Electronic File Management Project
• Poor filing system resulted in diversion of
  resources (time, money, staff) to fighting legal
  battles over nonpayment of Social Grants
• Paper-based files were held in decentralised
  offices, frequently got lost in the system

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Output 2 Improved resource utilisation and
enhanced accessibility of basic services for the
poor (cont)

• In the end, 1.8million files from 32 district
  offices captured on electronic system
• Turn-around time for processing of grant queries
  was reduced from 3 months to approximately 2
  working days
• Legal actions declined to almost zero
• Fraud cases identified and prosecuted

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Output 2 Improved resource utilisation and
enhanced accessibility of basic services for the
poor

• Poverty alleviation through the Child Support
  Grant (CSG)
• Stats SA estimated 780 000 eligible children in
  EC of which 200 000 already registered
• Critical need to address backlog
• Collaboration between Depts of Health, Social
  Development and Home Affairs

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Output 2 Improved resource utilisation and
enhanced accessibility of basic services for the
poor (cont)

• 5 areas chosen based on problems of access
  Lusikisiki, Mount Frere, Umtata, Butterworth and
  Engcobo
• Vehicles were acquired and equipped with
  photostat machines, computers, etc
• 198 000 transactions completed and eligible
  applicants registered within 4 weeks

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Output 3 Improved capacity to restructure state
assets

• Zebediela Citrus Farm
• Run-down, state-owned citrus farm with negligible
  annual production.
• Strategic partner provided capital and expertise
  during lease period, provided extensive training
  and development among current workforce.

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Output 3 Improved capacity to restructure state
assets (cont)

• Results
• Financial position has improved, workers
  scheduled to get productivity bonuses
• Total production increase from 9000 to 20 000
  tons, much was exported
• 30 youths trained and working as SMMEs providing
  bags to the citrus farm.

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Output 3 Improved capacity to restructure state
assets (cont)

• Grass Weaving Project
• Project involved provision of technical business
  related skills to establish a sustainable
  grass-weaving factory producing products of a
  high quality for the interior decorating market.
• Marketing initiatives completed
• Interior decorating firms have shown keen
  interest.

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Output 3 Improved capacity to restructure state
assets (cont)

• On average, orders to the value of R75 000 being
  processed per week.
• Early in February, a further contract was signed
  to supply 1500m2/month to a particular interior
  decorating firm

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Output 4 Improved transparency and
accountability by the centre of Provincial
Government in the delivery of services to
citizens

• Limpopo drafted citizens report which is being
  sustained by government
• Fraud prevention strategies developed in Eastern
  Cape

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Output 5 Increased shared learning and capacity
in DPSA and Provinces

• Thuli will deal with this output separately

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Output 6 Effective planning and management of
the implementation of projects in IPSP II and the
overall implementation of the programme

• Deals with management of programme
• Assist with building capacity in programme and
  project management
• Assist with monitoring and evaluation of programme

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Learning and Knowledge Management

• JUSTIFICATION
• Fact that the challenges faced by different
  provinces are common but no sharing of
  experiences to avoid reinventing of solutions,
  duplication of effort, and wastage of resources,
  lack of continuity
• That the numerous projects the IPSP runs in
  provinces generate new knowledge worth sharing
  for learning
• Claim that there is lack of information on how to
  effect delivery whereas there already exists a
  body of information and knowledge that needs to
  be coordinated and shared (need to learn from
  corporate memory)

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Justification cont.

• There is a need to be innovative able to think
  of new ways to address new challenges
• There is a need to celebrate successes
  acknowledge failures in the spirit of learning
• We are in a knowledge economy and today
  government jobs are knowledge intensive
• HENCE the IPSP focusing on nurturing and
  supporting ongoing learning in its client
  provinces

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The programme

• Learning platforms
• providing forums and opportunities for public
  servants to network, learn from one another
• Learning products
• providing opportunities for documenting of
  knowledge generated in platforms for dissemination

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Learning platforms

• Both national and provincial learning networks
  continue to provide opportunities for
  cross-sectoral collaboration as well as
  networking which is essential for learning.
• To strengthen the provincial focus the Provincial
  Learning Champions drive provincial programmes
• -- to ensure relevance to provincial
  challenges/dynamics and sustainability
  (ownership). A workshop was held in June 2004
• -- to address a strong and urgent need to
  institutionalise learning and knowledge
  management in the entire public service and also
  the need for all initiatives to be linked where
  necessary.

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Learning platforms cont

• The Annual Service Delivery Learning Academy
  caters specifically for those who are at the
  interface with citizens in service delivery,
  across sectors and spheres.
• -- It brings colleagues together from various
  sectors to share experiences and develop
  partnerships in an integrated environment.

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Learning platforms cont

• SA Public Management Conversation brings together
  high-ranking officials from public service, civil
  society, academic and private sectors, with
  handful internationals to interrogate challenges
  and explore partnerships
• -- Partnership with academics to inform public
  management programmes for future public servants

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Learning products

• The Service Delivery Review remains a remarkable
  success and is being regarded as a useful source
  of information and learning. With three editions
  a year, and an Editorial Board to position as
  viable and professional publication
• -- Developed to serve as a learning tool for
  public service managers across ranks and its
  major focus is practical case studies and
  articles which contain replicable methodologies
  and lessons that address integrated service
  delivery challenges.
• Up to this day about 60 case studies have been
  documented which means that the knowledge pool of
  the public service is growing.

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Learning products cont

• DPSA IPSP web pages (as knowledge tools)
• All publications on the web page (PDF Format)
• - - Service Delivery Review
• - - Manual on learning networks and sessions
• - - Machinery of Government Manual (Process
  mapping Repackaging) will be printing another
  3 000 copies due to demand
• IPSP web page documents, Provincial Reports

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Achievements

• Made inroads in inculcating learning culture in
  Public Service (the Service Delivery Review,
  learning networks, conferences)
• -- The Programme continues to grow and is
  successful in getting public servants to open up
  to one another and bond for purposes of nurturing
  partnerships for improved service delivery. Open
  sharing of mistakes for learning
• -- There is also a dedicated commitment to
  growing the intellectual capital of the public
  service to benefit not only South Africa but also
  the international community, as has been
  communicated by our international partners.

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Achievements cont

• Ownership of Learning programme by provinces and
  other partners is evident Public Service rather
  than DPSA Programme
• getting themselves to participate in sessions
  submitting case studies and articles for
  publication. Essential for sustainability.
• Continue to permeate other sectors such as the
  Academia, the Commonwealth, private sector for
  valuable partnerships
• -- relevant teaching programmes
• -- Learning from all partners

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Sustainability of IPSP through greater
integration Mashupye Matlala

• Need to sustain and grow capacity and capability
  to experiment and model
• Donor monies declining while government does not
  have trail and error fund to substitute decline
• Need to encourage treasuries to promote
  implementation, innovation, experimenting and
  modeling
• Service Delivery departments need unit to drive
  innovation and modeling

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• Thank you