1. 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

2. 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

3. 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.

4. 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

5. 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

6. 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%

7. 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

8. 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%)

9. 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%)

10. 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.

11. TRENDS IN PERFORMANCE SINCE 2000

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

13. 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

14. 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.

15. 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%

16. 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

17. 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

18. 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.

19. 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%

20. 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.

21. 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%

22. 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%

23. 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.

24. 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%

25. 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 (42%) of the 559 recommendations had been implemented by the time of the second assessment

26. 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.

27. THANK YOU!