1. Indran Naidoo Deputy-Director General: Office of the Public Service Commission

2. 1. Thrust of presentation 2. The basis laid 3. Imperatives of democracy 4. Imperatives of good governance 5. The M&E question? 6. Strategies to expand sphere of influence 7. Forces to promote effective governance 8. Receptiveness for M&E 2

3.  Establishing and sustaining networks  Basis for M&E in South Africa  Constructing a differentiated M&E programme  M&E outputs and outcomes  Strategies and methods  Focal M&E areas  Citizen engagement 3

4.  Parliament  Management of departments  Public servants  Other strategic partners  Questions 4

5.  M&E in South Africa presents a good case study of the how the relationship between democracy and good governance can be strengthened.  It is fortuitous that the principles of democracy, good governance and M&E resonate and complement each other, and if the energies of each are harnessed, lend to a vibrant and engaged citizenry. 5

6. Production of transparency and accountability around the Public Service Constitutionally defined “good governance” and “M&E” Democracy achieved, 1994 6

7. Citizen wants to feel the effects Repression-participation, secrecy to transparency, unequal to equal services Democracy, expectation for change 7

8. Citizens expect improved and quality service Public Service expect to deliver 8

9.  M&E needs to have authority, be well-crafted and work in a manner that expands its sphere of influence so that it meets the expectations of:  Leadership and Management  Citizens  Reform and transformation initiatives 9

10. Established M&E users Parliament, Legislatures Formal Create new M&E users Academia, civil society, networks and associations Informal 10

11.  There is an acceptance that the Public Service will be pivotal for effecting socio-economic and political transformation and reversing the effects of Apartheid  This is captured in the notion of a developmental State (DS) – one that intervenes and is pro-poor.  The DS requires effective M&E, to reflect to it implementation reality, so that it can further intervene and adjust policies and programmes.  The focus has been on entrenching M&E into all aspects of public administration, to create a capacity for reflection and to bolster initiatives focused on accountability and transparency 11

12. Effective Governance Citizen expectations Constitutional imperatives Reform within Public Service Globalisation 12

13. Autocracy and fear Democracy and respect People centred Pubic service 13

14.  Appetite for M&E of government, to validate experience to promises (Citizen expectations)  Key legislation (PAIA and PAJA) means secrecy not tolerated, and management decisions can be questioned  Strong media uses M&E results for public discourse of how well government is performing  International assessments of country mean that M&E capacity must be developed to respond to: African Peer Review Mechanisms, Millennium Development Goals and other competitive and influential international ratings  AFREA and IDEAS presence in South Africa, rise of SAMEA, courses developed to train M&E practitioners 14

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23.  South Africa has a clear definition of good governance in its Constitution, referred to as the 9 values and principles for public administration  These relate to the promotion of:  professional ethics,  the efficient, economic and effective use of resources,  a development oriented public administration,  the provisions of services in an impartial, fair, equitable and unbiased way 23

24.  being accountable  Being transparent,  cultivating sound human resource practices and  promoting a representative public administration  Collectively these should translate into good governance 24

25. Good governance Transparency, accountability, learning, democratic enrichment M&E interventions via a differentiated M&E programme Chapter 10 SA Constitution The role of the PSC in M&E across the 9 principles and values for public administration 25

26.  Design systems to cover all 9 CVP – and use tools such as audits, assessments, evaluations, M&E reports, report cards, Hot-lines, performance information, talk shows, round-tables, enquiries....  Introduced a “measurement consciousness”  Create pressure points for various role players to action M&E? Improves democracy Creates knowledge Improves policy 26

27. 27 Our question and response

28.  Selected areas identified for M&E, and the PSC designed systems for each – all adhering to sound M&E principles.  Cognisant that there is a need for differentiation, and maximised these opportunities through various partnerships  Recognise that also need to advocate for results to be acted upon, and specific approaches have been developed for this 28

29. Public Servants Management of Departments ParliamentCitizens Participatory M&E Hot Line Inspections Reports and Assessments (policy and programme) Adjudicate grievances M&E of Goodgoverancne 29

30. Forums Facilitate the assessment of services from local perspectives Draw in decision-makers, to action recommendations Hotline Toll Free, 11 language, 24/7/365 anonymous facility Refer cases to departments, track and conduct own investigations Talk Shows, Radio call -in Subject placed in public domain, engage with callers Facilitate round-tables, inquiries, etc 30

31.  Empowered to hold government to account (information and recourse to higher authority)  Information available in public domain for debate  Key and critical perspective that reinforces PUBLIC PARTICIPATION FAIR AND EQUITABLE SERVICES ACCOUNTABILITY TRANSPARENCY 31

32. Service delivery barometers  Inspections, announced and unannounced, against Batho Pele standards, conducted at service delivery sites, followed by reports to decision-makers, public reports  Citizens forums, participatory methodologies, citizens engage with officials to find solutions (see SOPS 2008, pr 5, table 8)  Izimbizo, politicians meet citizens  Question: Challenges in qualitative methodologies, cost, time, expectations, follow-up 32

33. Specific reports on the 8 Batho Pele (people first) principles  Surveys to rigorously assess understanding of principle, mechanisms, barriers, M&E with regards to: consultation, service standards, access, courtesy, information, openness and transparency, redress and value for money.  Methodology: compliance assessments, statistical, naming  Question: Assess the value for this type of assessment (See individual reports) 33

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35. Receive PSC reports, debates, adopts, converts to instructions Ministers and HoDs to act on recommendations and report thereof PSC tracks implementation of recommendations 35

36.  Performance information is publically available, multi-political party nature of committees and media presence ensures follow-up  Accountability entrenched from highest body, respect for PSC and its work 36

37. M&E of 9 CVP System is standards-based, objective, rates performance and triangulates from AG and NT data Reports presented to management within 3 months Specific assessments Investigations on request or own accord Compliance to regulation and policy Advocacy Present findings to departments on thematic areas Help support M&E through guides etc. 37

38. 38 Principle 2: Standards 1. Expenditure 2. Service delivery Indicators 3. Achievement of Priority Outputs 1.1 Expenditure is as budgeted for 1.2 Material variances explained 2.1 More than 50% of SDIs are measurable 2.2 Outputs, SDIs and targets are clearly linked with each other 2.2 Outputs, SDIs and targets are clearly linked with each other 3.1 80% of the priority outputs have been met 3.3 40% - 59% of the priority outputs have been met 3.2 60% - 79% of the priority outputs have been met 4. An M&E system to monitor and evaluate programmes is operative 3.4 Less than 40% of the priority outputs have been met

39. 39 Figure 21: Principle 3 - Departments that scored 60% and higher during the 2007/08 research cycle 100% 90% 80% 60% 0%20%40%60%80%100%120% ND Environmental Affairs and Tourism ND Public Service and Administration EC - Transport and Roads NC - Agriculture and Land Reform NW - Sport, Arts & Culture WC - Health KZN - Transport ND Transport Mpu - Culture, Sport & Recreation NC - Tourism, Environment & Conservation NW - Public Works WC - Transport and Public Works ND Sport and Recreation FS - Public Works, Roads and Transport Gaut - Agriculture, Conservation & Environment Limp - Education Departments % Score

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41.  Accountability function coupled with support (learning), work in partnership to implement systems, seek to achieve consensus  Hope that externally imposed M&E leads to departments developing their own M&E capacity  Increase management understanding of M&E, use opportunities to flight other related work 41

42. Grievances Recourse to PSC to adjudicate grievances which has exhausted internal processes Knowledge generations Sharing M&E reports in seminars, workshops, networks Amplifying work of SAMEA, IDEAS, IPDET Capacity building Support training initiatives 42

43.  Increased recognition that M&E is important, and a part of their jobs  Support democratic principles of debates, transparency and accountability 43

44.  It is important to support initiatives such as AFREA and IDEAS, which advance the course of M&E  Sharing of M&E experience between countries is the only way to improve capacity and thus make our evaluators more confident as they practice their craft.  Questions 44

45. Governance bodies Association of African Public Service Commissions Support to interventions under AU, Academia Partner with universities to present materials, ethics course at University of Pretoria, International Programme for Development Evaluation Training (IPDET) Associations Partner with the South African M&E Association (SAMEA) and the Public service Co- ordinating bargaining Council (PSCBC), Presented papers at key public and M&E administration forums 45

46.  Indran Naidoo  Office of the Public Service Commission  IndranN@opsc.gov.za IndranN@opsc.gov.za  www.psc.gov.za www.psc.gov.za 46

47. 47 THANK YOU!