Seventh Consolidated M&E Report Presentation to the Portfolio Committee on Public Service and Administration Seventh Consolidated M&E Report 2009/2010 Evaluation Cycle 21 September 2011

STRUCTURE OF PRESENTATION Background and purpose PSC’s M&E System Ranking of the departments: 2009/10 cycle Comparison between previous and 2009/10 assessments Trends since 2005/06 Overall performance per principle in the 2009/10 assessment – highest two and lowest two Recommendations Conclusion

BACKGROUND AND PURPOSE The aim of the 7th consolidated M&E report is to provide a consolidated analysis of the performance of the 30 departments assessed during the 2009/10 evaluation cycle The 30 departments (2 national and 28 provincial) were sampled to achieve three main objectives, namely: To compare the performance of the North West departments in a consolidated report To compare the performance of human settlement departments in a consolidated report To compare a department’s performance with its own performance in a previous period.

BACKGROUND AND PURPOSE 18 of the 30 departments were being assessed for a 2nd time because they form part of A consolidated report on all 11 North West departments which were all previously assessed. A consolidated report on all 10 human settlement departments of which 7 were already previously assessed The report highlights their strengths and weaknesses, and gives a reflection of the recommended strategies for improvement contained in the individual reports

PSC’S M&E SYSTEM Designed around the nine values in Section 195 of the Constitution One or two performance indicators per principle (14 indicators in total) Each indicator further broken down into a number of normative statements or standards, describing the desired performance for the indicator Linked to the standards is a score. This enables the PSC to award scores per principle and an average score for a department

RANKING OF THE DEPARTMENTS Performance band Score description Score % 5 Excellent performance 4,25 – 5,00 81% - 100% 4 Good performance 3,25 – 4,00 61% - 80% 3 Adequate performance 2,25 – 3,00 41% - 60% 2 Poor performance 1,25 – 2,00 21% - 40% 1 No performance 0,25 - 1,00 0% - 20%

OVERALL PERFORMANCE OF DEPARTMENTS IN THE 2009/10 ASSESSMENT Performance band Score description % No of depts 5 Excellent performance against all the standards 81% - 100% 2 4 Good performance against most of the standards 61% - 80% 8 3 Adequate performance against several of the standards 41% - 60% 15 Poor performance against most of the standards 21% - 40% 1 No performance against all the standards 0% - 20%   Total 30

OVERALL PERFORMANCE OF DEPARTMENTS IN THE 2009/10 ASSESSMENT Only two departments’ performance was rated as excellent The Western Cape Department of Housing (86%) The Western Cape Provincial Treasury (83%) Eight departments’ performance was rated as good Western Cape Department of Education (80%) National Department of Human Settlements (76%) Northern Cape Provincial Treasury (76%) Gauteng Education (73%) North West Economic Development & Tourism (71%) North West Agriculture (70%) North West Education (70%) Free State Education (61%)

OVERALL PERFORMANCE OF DEPARTMENTS IN THE 2009/10 ASSESSMENT The performance of 15 departments was adequate and 5 poor The poor performing departments were: The Department of Communications (39%) North West Social Development (37%) Eastern Cape Human Settlements (36%) North West Human Settlements (32%) Mpumalanga Co-operative Governance and Traditional Affairs (28%)

COMPARISON BETWEEN THE PREVIOUS AND THE 2009/10 EVALUATION CYCLES FOR 18 DEPARTMENTS Total Depart Performance Band Average perfor-mance Excellent 81%-100% Good 61%-80% Adequate 41%-60% Poor 21%-40% Previous Cycle 18 - 4 7 46% 2009/10 Cycle 1 10 3 53% The overall average performance between the 1st (46%) and 2nd (53%) assessments has improved by 7%. However, it remained at adequate performance.

TRENDS IN PERFORMANCE SINCE 2000

OVERALL PERFORMANCE OF DEPARTMENTS PER PRINCIPLE IN THE 2009/10 ASSESSMENT

OVERALL PERFORMANCE OF DEPARTMENTS PER PRINCIPLE IN THE 2009/10 ASSESSMENT Departments scored the highest against the principles of Accountability (71% - Good performance) Transparency (63% - Good performance) Departments scored the lowest against the principles of Human resource management practices (47% - Adequate performance) Representivity (39% - Poor performance) Some pertinent issues about these 4 principles are highlighted in the next slides

Constitutional Principle and Value Performance Indicator ACCOUNTABILITY Constitutional Principle and Value Performance Indicator Standards Accountability   Value: Public administration must be accountable. Adequate internal financial controls & performance management are exerted over all departmental programmes. FPPs, based on risk assessments, are in place & implemented. Internal financial controls are adequate and effective. A performance management system on all programmes is in operation. FPPs are based on a thorough risk assessment. FPPs are in place, comprehensive, appropriate & implemented. Key staff for investigation of fraud are operational.

ACCOUNTABILITY The average score for the 30 departments was good (71%) Strengths: Strengths Score of 88% for an operational Performance Management System Score of 86% for conducting risk assessments on all their activities Score of 77% for the existence of fraud prevention plans, based on thorough risk analyses Standards Internal financial controls A performance management system on all departmental programmes is in operation Risk assessmnt Fraud prevention plan Implementation of the fraud prevention plan Average Score 52% 88% 86% 77% 53%

ACCOUNTABILITY - Continued Weaknesses: Score of 52% for internal financial controls, because of qualified audit opinions from the A-G Score of 53% for implementation of fraud prevention plans

ACCOUNTABILITY - Continued 10 of the 30 departments received a qualified audit opinion: Gauteng Education Limpopo Local Government and Housing Mpumalanga Cooperative Governance and Traditional Affairs Mpumalanga Human Settlements North West Agriculture, Conservation and Environment North West Education North West Health North West Human Settlements North West Social Development North West Transport Roads & Community Safety

Constitutional Principle and Value Performance Indicator TRANSPARENCY Constitutional Principle and Value Performance Indicator Standards Value: Transparency must be fostered by providing the public with timely, accessible and accurate information. Departmental AR The departmental Annual Report (AR) complies with NT’s guideline on annual reporting.   The AR is attractive, clearly presented & well written in simple accessible language. The content of the AR covers at least 90% of the areas prescribed by NT & the DPSA. The AR clearly report on performance against predetermined outputs in at least 66% of the programmes listed. Access to Information The Department complies with the provisions of the Promotion of Access to Information Act. At least one deputy information officer with duly delegated authority exists. A manual that complies with the requirements of the PAIA is in place. Systems for managing requests for access to information are in place.

TRANSPARENCY - Continued The average score for the 30 departments was good (63%) Strengths: 79% of departments report on performance against predetermined outputs for at least two thirds of the objectives Weaknesses: 40% of departments in sufficient detail cover at least 90% of the areas prescribed by NT and the DPSA Departments are generally not complying with PAIA requirements Standards Departmental Annual Report Promotion of Access to Information Act (PAIA) Presentation Content Reporting Appointed DIO MAI System Average Score 96% 40% 79% 44% 30% 53%

GOOD HUMAN RESOURCE MANAGEMENT AND CAREER DEVELOPMENT PRACTICES Constitutional Principle and Value Performance Indicator Standards Value: Good human resource management and career development practices, to maximize human potential, must be cultivated. Recruitment Vacant posts are filled in a timely and effective manner. A recruitment policy is in place. Vacant posts are filled within 90 days. Regular management reporting on recruitment is done. Skills Development The Department complies with the provisions of the Skills Development Act. A skills development plan, based on a skills needs analysis is in place. Activities planned for are implemented. The results achieved through skills development are monitored & recorded.

Skills development plan Implementation of the skills development plan GOOD HUMAN RESOURCE MANAGEMENT AND CAREER DEVELOPMENT PRACTICES - Continued The average score for the 30 departments was adequate (47%) Strengths: 95% of departments have put in place recruitment policies that comply with good practice standards and spell out detailed recruitment procedures Only Western Cape assesses the impact of skills development on service delivery Weaknesses: Good HR policies did not necessarily translate into better performance with regard to recruitment times, management reporting and skills development There was a limited relationship between the existence of a Skills Development Plan (score of 59%) and the implementation thereof (score of 28%) Standards Policy Recruitment times Management reporting Skills development plan Implementation of the skills development plan % Departments 95% 7% 48% 59% 28%

Skills development plan Implementation of the skills development plan GOOD HUMAN RESOURCE MANAGEMENT AND CAREER DEVELOPMENT PRACTICES - Continued Weaknesses: Score of 7% against standard of 90 days to fill staff vacancies. It takes the departments on average 338 calendar days to fill a post Only 11% of 502 sampled posts were filled within 90 calendar days The lack of effective monitoring of the recruitment process is one of the possible reasons for the delay in filling posts. The PSC views efficiency in the filling of posts as an indicator of the efficiencies of many other processes. In other words, if the recruitment process is not efficient, many other administrative processes are probably also inefficient. Standards Policy Recruit-ment times Management reporting Skills development plan Implementation of the skills development plan Average score 95% 7% 48% 59% 28%

Constitutional Principle and Value Performance Indicator REPRESENTIVITY Constitutional Principle and Value Performance Indicator Standards Value: Public administration must be broadly representative of SA 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. The Department is representative of the South African people and is implementing diversity management measures. Employment Equity policies & plans are in place and reported upon. All representivity targets are met. Diversity management measures are implemented.

REPRESENTIVITY - Continued The average score for the 30 departments was poor (37%) Strengths: At least 51% complied with the requirements of the Employment Equity Act Weaknesses: Only 29% of departments met the 3 employment equity targets (Blacks and women on senior management level and people with disabilities) 77% departments met target of 75% Blacks at senior management level. 93% departments were unable to reach the 50% target for women at all senior management level by 31 March 2009 83% departments did not comply with the 2% target for people with disability by 31 March 2010. Standards Employment Equity Act (EEA) Representivity Management reporting on representivity Diversity management Average Score 51% 29% 42% 45%

RECOMMENDATIONS The PSC issued 621 recommendations in 30 departmental reports The 21 recommendations listed in the 7th Consolidated (Appendix N) are, therefore, only a summary of these detailed recommendations 559 recommendations issued in earlier evaluation cycles to the 18 departments which were assessed for a second time. 234 (42%) of the 559 recommendations had been implemented by the time of the second assessment

CONCLUSION The picture which is emerging is that there is slow but steady improvement in performance Compliance levels are going up but the quality of compliance remains an issue The challenge facing the Public Service is not a lack of policies and frameworks, but the institutionalisation of systems and a performance culture, as well as the capacity and will of all staff members to implement the policies and systems.

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