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Implementation of Government Action and Interventions on the Basis of Results Based Management (RBM):
Presentation by Dr Ellen Kornegay
Deputy Director General: Dept of Public Service and Administration
Developing Capacities in Leadership for Better Coordination of Networked and On-line Government
Services
23-25 April 2008
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Current Governance issues that the monitoring and evaluation systems aims to address
Some of the challenges that currently faces government: Co ordination of cross cutting projects/programmes Ensure everyone is working toward a common goal Inability to determining the impact/success of current
programmes/projects Insufficient learning Lack of proactive and focused intervention Limited capacity to execute recommended interventions
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The Power of Measuring Results
If you do not measure results, you can not tell success from failure
If you can not see success, you can not reward it
If you can not reward success, you are probably rewarding failure
If you can not see success, you can not learn from it If you can not recognize failure, you can not correct it If you can demonstrate results, you can win
public support
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What Are We Talking About?
Results-based monitoring and evaluation measures how well governments are performing
Results-based monitoring and evaluation is a management tool!
Results-based monitoring and evaluation emphasizes assessing how outcomes are being achieved over time
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Monitoring vs Evaluation
Monitoring Evaluation
Clarifies program objectives Analyzes why intended results were or were not achieved
Links activities and their resources to objectives
Assesses specific causal contributions of activities to results
Translates objectives into performance indicators and set targets
Examines implementation process
Routinely collects data on these indicators, compares actual results with targets
Explores unintended results
Reports progress to managers and alerts them to problems
Provides lessons, highlights significant accomplishment or program potential, and offers recommendations for improvement
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Current Transversal M&E Systems
System Lead Department Public Service M & E System Office of the Public Service
Commission Compendium of Developmental indicators
Presidency
Programme of Action Presidency Non Financial Reporting National Treasury In Year Monitoring National Treasury Public Management Watch Dept of Public Service and
Administration Sectorial specific systems Health, Education, Social
Development Provincial based systems Office of Premiers
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Public Service M & E System – (OPSC)
SA Constitution lists 9 basic values and principles that should govern the public service
The PS M & E System looks at the extent to which public service departments comply with these principles
The system aim to gather info that can be used to identify areas needing attention, ultimately contributing to improved public service performance
This information is published on an annual basis in the State of the Public Service Report.
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Public Service M & E System – (OPSC) - System
Constitutional Principle Performance Indicator
1. A high standard of professional ethics must be promoted and maintained
Cases of misconduct are dealt with effectively and promptly
2. Efficient, economic and effective use of resources must be promoted
Expenditure is according to budget
Programme objectives are achieved
3. Public administration must be development oriented
The Dept effectively implements development programmes that aim to alleviate poverty
4. Services must be provided impartially, fairly, equitably and without bias
The Department is making a concerted effort to move towards compliance with the provisions of the Administrative Justice Act (AJA)
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Public Service M & E System – (OPSC) - System
Constitutional Principle Performance Indicator
5. People’s needs must be responded to and the public must be encouraged to participate in policy-making
The Department facilitates public participation in policy-making
6. Public administration must be accountable Adequate internal control is exerted over all departmental financial transactions.
Fraud prevention plans, based on thorough risk assessments, are in place and are implemented.
7. Transparency must be fostered by providing the public with timely, accessible and accurate information.
The departmental annual report meets the required standard and thereby facilitates transparency
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Public Service M & E System – (OPSC) - System
Constitutional Principle Performance Indicator
8. Good human resource management and career development practices, to maximise human potential, must be cultivated.
Vacant posts are filled in a timely and effective manner.
The Department complies with the provisions of the Skills Development Act.
9. Public administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness and the need to redress the imbalances of the past to achieve broad representation.
Departments are representative of the South African people and diversity management measures are implemented.
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Compendium of developmental indicators – Presidency
This system summarises the data on trends mainly for the period leading up to the middle of this government's term, two-and-half years after the April 2004 elections. The information, sourced from official statistics and research by local and international institutions, has been clustered into ten broad themes:
1. economic growth and transformation2. employment3. poverty and inequality4. household and community assets5. health6. education7. social cohesion8. safety and security9. International relations?10. good governance
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Programme of Action (Presidency)
The system is based on the Government Programme of Action that flows from the Cabinet Lekgotla and President’s State of the Nation Address
The aim of the system is to provide an indication for progress made in implementing the priorities of government
Project managers update report cards every two months through a web-based system.
The system indicates Those areas where progress is slow and in needs of intervention Those areas of good progress as examples of best practices
Feedback on progress is given on a two monthly basis via media briefings and also published on www.gov.za
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In Year Monitoring (National Treasury)
Monthly monitoring reports: Focus on performance against budget Alert managers where remedial action is required Non-financial indicators included from October 2005
Reports consolidated and published: National Departments – monthly publication in the national
Government Gazette Provinces – Monthly monitoring and reporting BUT quarterly
publication in the national Government Gazette
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Non Financial Reporting (National Treasury)
This system is based on departments’ reporting against targets set in their Annual Performance Plans
The provincial indicators are set centrally to facilitate comparisons The system indicates
Those areas where progress is slow and in needs of intervention Those areas of good progress as examples of best practises
This system together with the In Year Monitoring System facilitate cost benefit analysis
The system are updated on a quarterly basis The system has been rolled out but there is still a problem with the
quality of the data provided by departments
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Public Management Watch (DPSA)
Provide ‘management information’ that can be used to assess organisational performance.
Facilitate review of performance over a period of time and assess progress on performance changes and reforms introduced.
Determine the specific interventions required to ensure that the public service and specific public service organisations function optimally.
Establish performance benchmarks and achieve excellence through comparative assessments within the public service.
Facilitate learning from data and information, and enhance knowledge exchange between public service organisations.
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Public Management Watch - Indicators
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Need to integrate the systems
Ensure the linkage of all our activities to common goals Assure learning and effective intervention in
programmes/projects Lessen administrative burden on departments Enhance the usefulness of the information
Able to analyse using more than one dimension
Enhance the quality of the information Have a common set of information
Enhance the accessibility of the information
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Reporting from the GWM&E System
Reports from the transversal systems Bi monthly POA report Quarterly PMW, IYM and Non Financial Performance
Annual State of the Nation Report on different programmes of government
Term of Office Review 2014 – Review Special sector M&E reports – Education &Health Continuous reporting through the other M&E Systems
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How would the GWM&E System help to address governance issues
Assists with the coordination through the provisioning of consolidated and aggregated reports
Assist with the creation of common goals through the linking of departmental/sector/cluster activities to government strategic objectives
Ensure the measurement of objective via a set of indicators
Assist the culture of learning by making the information readily available and inculcating a culture of feedback
Provide the information required to proactively intervene using limited resources
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RSA experience regarding interventions
Top down interventions Seen as enforcement from the ‘top’ Lack of ownership from departments Not sustainable due to disengagement
New approach/Coordinated approach Promotes peer support Enables knowledge sharing Limited resources are channeled to where they are needed the
most National/Oversight departments play facilitation role
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Thank you
