1 Monitoring and Evaluation System Mr M Thibela by Director: Corporate Planning Department: Water Affairs (DWA) 18 August 2009

2 CONTENTS  Background  Current situation  Future  Conclusion

3 Background  The Department complies with various policies and regulatory prescriptions that govern the management of organisational performance; namely:  Proposal and Implementation Plan on the development of GWM&E system, (The Presidency);  Framework for Organisational Performance Assessment (Public Service Commission); and  Framework for Managing Performance Information, (National Treasury).

4 Background cont..  Currently monitor its performance against its strategic plan and Business Plans as well as sector performance on the basis of selected performance indicators relating to water and sanitation provision;  In compliance with Part 3 Section of the Treasury Regulations which reads ” the accounting officer of a department or trading entity must establish procedures for quarterly reporting ”, the Department does have a quarterly reporting system which is used to determine progress against set milestones and performance targets;

5 Current situation (AS-IS) Department has various systems to monitor performance against performance its programmes and projects, namely;  Manual system for monitoring organisational performance (non-financial) against the strategic plan;  Individual Performance Management Systems for level 1-12 and for levels ;  In-Year Monitoring system to monitor expenditure against projected expenditure; and  System for monitoring the provisionof water and sanitation, where in reports are received from sector partners such as Depts of Education, Health, Cooperative Governance & Trad Affairs, SALGA as well as Water Information Network in South Africa.

6 Current situation (AS-IS)  At Department level- In Year Monitoring reports are produced monthly and discuss by Top Management;  Non- financial performance reports are produced on quarterly basis and submitted to the Minister;  Such reports are based on branch submission which contain statistics that was derived from various systems;  Quarterly reports (non-financial and financial) are consolidated at the end of the financial year to form an annual report; and  Verification of non-financial reports is done by a dedicated directorate to ensure that information provided throughout the year is consistent and accurate- this is because non-financial date is subjected to auditing by the Auditor-General in terms of the Public Audit Act, 2004

7 Future initiative- M&E System  The Department is currently developing an M&E system, that is automated and will enable us to continuously monitor its performance and evaluate the impact, effectives, efficiency of projects and programmes;  It will be linked with the Balanced scorecard, a strategic planning and management system used to align organisational activities to the vision and strategy, improve internal and external communications, and monitor performance against pre-determine goals and objectives;  Score card based on four perspectives, namely: improved financial management, customer satisfaction, internal business processes and learning and growth;  The Balanced scorecard system will assist the Department to:  Cascade strategic goals down to each directorate in a synergised manner; and  Review performance measurement tools and criteria.

8 Objectives of the M&E system  Ensure systematic and coherent planning and reporting within and by its statutory bodies;  Effective alignment of the Department ’ s strategic plans with Government-wide programmes;  Effective implementation of strategic and business plans;  Effective and efficient service delivery leading to Greater customer satisfaction ;  Encourage objective evaluation of individual and organisational performance;  Undertake effective institutional oversight on public entities and statutory bodies reporting to the Minister; and  Improved compliance to various statutory requirements

9 Hierarchy of planning Minister, Dep Min, DG, DDGs (Strategic and Annual Plan) LEVEL 1 (DEPARTMENT) ‏ DDG’s, Chief Directors and Provincial Managers (Annual Plan and Business Plans) ‏ LEVEL 2 (BRANCH / PROVINCIAL) ‏ Rest of the organisation units (Operational and work plans) ‏ LEVEL 3 (Sub Programmes / OPERATIONAL LEVEL) ‏ 9

10 Where the Scorecard is used in the Strategic Planning Process 10 Scorecard Communication Performance Management

11 The Balanced Scorecard (BSC) The Balanced Scorecard (BSC) is : 11 Measuring Smaller-scale Operational Activities Performance Management Tool or Strategic Management System Aligned

12 Performance management takes place at three different levels: - Organisational Level - Branch/Business Unit Level - Individual Level The cascading process is used to align the organisation’s objectives with the individual performance requirements. This ensures that every individual and business unit has a direct impact on the success of the organisation. Alignment matrix Dept scorecard BBS and Performance Management: Alignment 12

13 Conclusion The M&E system will be fully automated in February 2011, although the phase-in approach will begin in middle of 2010/11 financial year.

14 THANK YOU!