1. MPAT presentation of 2014 results Minister’s opening notes
Department of Planning Monitoring and Evaluation
MPAT presentation of 2014 results
Minister’s opening notes
PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION AS WELL MONITORING AND EVALUATION
February 2016

2. Rationale for MPAT
MPAT was developed to ensure improved management practices for the achievement of the NDP/ MTSF targets
There is evidence that bad management practices contribute to non-achievement government outcomes
MPAT is a the tool that identifies problem areas and provides opportunity to bring about improvements by show-casing good practises.

3. supply chain management asset management human resource management
Rationale for MPAT
MPAT tool has confirmed that recurring weaknesses in management of the following areas lead to poor service delivery :
financial management
supply chain management
asset management
human resource management
Planning and monitoring
Some Examples:-
Textbook delivery challenges in some provinces
Shortages of ARVs in some provinces
non-payment of suppliers within 30 days which undermines small business development

4. Chronology of MPAT Cabinet approved pilot of the tool in Oct 2010
Presidency, DPSA and NT used as pilot sites
The pilot led to a set of standards being identified for bench- marking management practises (across government, national and provincial)
Subsequently Cabinet approved MPAT roll-out to all depts. in June 2011
103 depts. participated in 2011 assessment .
In 2012, 2013 and 2014 all departments participated
96% DGs/HODs signed off 2014 self assessments which showed uptake of the tool
The standards (covering strategic management, governance and accountability, HR management, Financial management) are reviewed and enhanced annually.

5. MPAT critical Success factors
MPAT success depends on the collective and coordinated oversight by various role players, eg
Within the executive (performance oversight/agreements by executing authorities with DGs, president and ministers, as well as Cabinet.
Stronger collaboration between centre of government entities
Parliament exercising its constitutional mandate

6. Main Findings of MPAT 2014
There has been continuous improvement in most standards from 2012 till 2014
Whilst strategic management scores are stable ( e.g. strategic, operational planning) i.e. there is compliance, the deployment of those plans into implementation remains a challenge
This reflects inability to integrate plans, resources and operations
Governance and accountability score shows improvement, however management does not seem to use the available tools to lead and manage
Human resource management is central to service delivery yet it consistently records poor performance
Whist there is compliance on financial management it does not yet yield desired outcomes and value for money
There are persisting challenges in the following areas:
Service Delivery Improvement Planning and implementation
Finalisation of Disciplinary cases
Payment of suppliers within 30 days

7. Ke ya leboga. Ke a leboha. Ke a leboga. Ngiyabonga. Ndiyabulela
Ke ya leboga Ke a leboha Ke a leboga Ngiyabonga Ndiyabulela Ngiyathokoza Ngiyabonga Inkomu Ndi khou livhuha Dankie Thank you