The Presidency Department of Performance Monitoring and Evaluation Management Performance Assessment Tool (MPAT) and progress on performance assessments review HoDs Standing Committee on Appropriations 19 March 2013

The Presidency: Department of Performance Monitoring and Evaluation Management Performance Assessments (MPAT) 2

The Presidency: Department of Performance Monitoring and Evaluation Why?  Improved management practices key to improved service delivery  Weak administration (financial management, supply chain management, asset management, human resource management, planning, monitoring, facilities management) is a recurring theme across the priorities and is leading to poor service delivery, e.g.  Textbook delivery problems in some provinces  Shortages of ARVs in some provinces  Undermining of small business development policy through non-payment of suppliers within 30 days  Appointment of unqualified people in key municipal positions, leading to poor municipal service delivery  Develop a culture of continuous improvement and sharing of good practice  Link institutional performance to individual assessment of HoD 3

The Presidency: Department of Performance Monitoring and Evaluation  MPAT first implemented in the 2011/12 financial year, after Cabinet approval to annually assess national and provincial departments using MPAT – Based on international experience (Canada, Kenya, New Zealand) where Office of President or Premier assesses management practices with aim of driving improvements through competition and sharing of good practice  103 departments participated in the first round of assessments  2011/12 self-assessment results for national departments have been published on the DPME website  Important base-line established  Many departments have implemented improvements as a result of this initial assessment  For 2012/13 all (156) national and provincial departments participated in assessment 4 Background

The Presidency: Department of Performance Monitoring and Evaluation How?  Assessment is against 31 management standards, in 17 management areas  Standards based on legislation and regulations  Standards developed collaboratively (with National Treasury, DPSA, Office of the Public Service Commission, Office of the Auditor General and Offices of the Premier)  Joint initiative with Offices of the Premier – DPME facilitates national departments, OoP facilitates provincial departments 5

The Presidency: Department of Performance Monitoring and Evaluation 6 Self- assessment; validation External moderation and feedback Improve and monitor Senior management agree score Internal Audit certify process and evidence HOD sign off External Moderation DPME/OOP feedback to department Department improvement plan Department monitors Department prepares for next round Have we improved from baseline?

The Presidency: Department of Performance Monitoring and Evaluation Moderation  DPME only started MPAT assessments and tested the moderation process in 2011/12  Results of the 2011/12 reflect the self-assessment only  For the 2012/13 assessments, detailed peer moderation of self-assessments was conducted  Policy and implementing experts from national and provincial departments were used as moderators  Moderation process also clarified policy intent and identified shortcomings in some management areas  Opportunity for identification of good practice  Departments were given a further opportunity to comment on moderated scores  Moderated results will be published in July 2013 after presentation to Cabinet 7

The Presidency: Department of Performance Monitoring and Evaluation MPAT ratings 8 LevelDescription Level 1Non-compliance with legal/regulatory requirements Level 2Partial compliance with legal/regulatory requirements Level 3Full compliance with legal/regulatory requirements Level 4Full compliance and doing things smartly

The Presidency: Department of Performance Monitoring and Evaluation Performance Area: Monitoring and Evaluation Standard name: Integration of monitoring and evaluation in performance and strategic management Standard definition: The department’s ability to do monitoring and evaluation, produce useful and reliable information, and use performance information in performance and strategic management. StandardsEvidence DocumentsLevel Department does not have a M&E or Performance Management Information Policy or Framework Level 1 Department has a M&E or Performance Management Information Policy or Framework. Department does not have standardised mechanisms and/or processes and procedures to collect, manage and store data. M&E or Performance Management Information Policy / Framework Level 2 Department has a M&E or Performance Management Information Policy or Framework. Department has standardised mechanisms and/or processes and procedures to collect, manage and store data.  M&E or Performance Management Information Policy / Framework  Standardised monitoring reports generated from formal departmental performance information source(s) Level 3 Level 3 plus: At least one evaluation of a major programme is conducted or in process or planned Level 3 plus:  Evaluation Reports or  Evaluation plans Level 4

The Presidency: Department of Performance Monitoring and Evaluation Performance Area: Service Delivery Improvement Standard name: Service delivery improvement mechanisms Standard definition: Departments have an approved service delivery charter, standards and service delivery improvement plans and adheres to these to improve services. StandardsEvidence DocumentsLevel Department does not have a service charter and service standards. Level 1 Department has a draft service charter and service standards  Service charter and Service standards Level 2 Department has an approved service charter, service standards and SDIP Department has consulted stakeholders/service recipients on service standards and SDIP Department displays its service charter  Service charter, service standards and SDIP  Evidence of consultation with stakeholders/ service recipients Level 3 Level 3 plus: Department quarterly monitors compliance to service delivery standards Management considers monitoring reports Reports are used to inform improvements to business processes Level 3 plus:  Minutes of management meetings reflecting discussion of service delivery improvement  Progress reports and monitoring reports Level 4

The Presidency: Department of Performance Monitoring and Evaluation Improving management performance  In most management areas some departments have been able to reach level 4  This means that it is possible for all departments to reach level 4  DPME has developed good practice case studies of level 4 performance in various management areas  Case studies have been documented independently and available on  Focused workshops on the case studies are been held with departments  Aim is to encourage departments to learn from each other  New case studies currently been finalised will also provide examples and templates for other departments to use to improve their performance  DPME, DPSA and NT offer support to departments to improve management practices 11

The Presidency: Department of Performance Monitoring and Evaluation Value add of this process  MPAT provides a single holistic picture of the state of a department  Generally audits focus on compliance only, whereas MPAT focuses on getting managers to work more smartly  MPAT also covers a broader range of management areas than audits cover  Getting all departments to level 4 will improve levels and quality of service delivery  For example getting departments to procure smartly would result in better service delivery by suppliers and contractors, and savings from reducing corruption and increasing value for money 12

The Presidency: Department of Performance Monitoring and Evaluation Value add… cont  The process of getting top management as a whole to assess itself against a holistic set of good practice management standards and to agree on required improvements is the main value add of the MPAT assessment process  Management practices in departments are generally weak because top management has not paid sufficient attention to improving them  By carrying out annual MPAT assessments the Presidency and the Offices of the Premier are sending out a clear message that improving administration is a priority of government 13

The Presidency: Department of Performance Monitoring and Evaluation Limitations of this process  MPAT focuses on processes related to converting inputs into outputs  Does not focus on assessing whether the right outputs are been produced to achieved desired outcomes and impacts  Risk that departments may be producing the wrong outputs very efficiently and effectively  In viewing the overall performance of a department it is therefore also important to consider the achievement of outcomes and impacts  DPME is doing this through monitoring of the 12 priority outcomes and related delivery agreements  Departments’ performance against targets for outcome and impact indicators in their strategic plans and APPs, as reported in their annual reports, should also be used to assess this 14

The Presidency: Department of Performance Monitoring and Evaluation Revisions to HoD performance review system  Current system not working well – many HoDs not being regularly assessed  FOSAD asked DPME and DPSA to propose changes  Proposals approved by FOSAD MANCO, then Cabinet  Key proposals aimed at addressing current problems:  Presidency and OtP to intervene if PAs are not submitted timeously  DG in Presidency and provincial DGs to convene assessment panels  Panels will make recommendations to EAs who will have final decision  If EAs do not respond in time, panel recommendation will be taken as final decision  Secretariat function to move from PSC to Presidency and OtP  Presidency and OtP to intervene if verification statements not submitted timeously  DPSA needs to issue new PMDS policy for HoDs in terms of Public Service Act and Public Service Regulations in order for the changes to be implemented – we are currently awaiting the new policy from DPSA 15

The Presidency: Department of Performance Monitoring and Evaluation Ke ya leboga Ke a leboha Ke a leboga Ngiyabonga Ndiyabulela Ngiyathokoza Ngiyabonga Inkomu Ndi khou livhuha Dankie Thank you