1 Government Wide Monitoring and Evaluation System Ronette Engela The Presidency Conrad Barberton...

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Government Wide Monitoring Government Wide Monitoring and Evaluation Systemand Evaluation System

Ronette Engela The PresidencyConrad Barberton National TreasurySieraag de Klerk StatsSaZandile Nkonyana DPLGHenk Serfontein DPSA

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Content of presentationContent of presentation

Overview of the GWM&E framework Programme Performance Information Evaluations Census and Surveys - National Statistical

System Derived and Transversal Information Systems

DPLG Local Government System DPSA Systems

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In 2005 Cabinet approved In 2005 Cabinet approved an an implementation planimplementation plan

to develop to develop a monitoring and evaluation a monitoring and evaluation systemsystem

for use across governmentfor use across government

To encompass To encompass Monitoring implementation, effectiveness,

validationEvaluation impact and process evaluationEarly warning proactively identify blockagesVerification validates integrity of dataData collection using existing capacitiesAnalysis research driven assessments Reporting appropriate & customised

to target groups

The centre of government

needs to provide

clear policies and frameworks

MandatePresidency

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Composite system that draws its data from contributory systems

Emerging system built up over time with consistent and sustained participation by all stakeholders

Policy and Standards

Reporting and Databases

Capacity Building

Lead Agency DPSAPresidency SAMDI

Partner Agencies OPSC

Stats SA

National Treasury

Presidency

Stats SA

DPLG

National Treasury

DPSA

Presidency

Stats SA

DPLGDPSA

Phased implementation through 3x work streams

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Are we still on track?Are we still on track? Missed a number of deadlines Information needed to inform next

phase of development not in place Audit of reporting requirements and

M&E systems in gov late P&P shifted to Policy and Standards

Independent development of systems Nearly all provinces

Lack of own capacity - many consultants in sectors

Misconception re ‘System: IT’ vs ‘Framework’

Reporting labyrinthReporting labyrinthplethora of dataplethora of data

For example:For example:

Provincial dept Provincial dept reports to:reports to:•Own dept and exec authority•National concurrent dept•Premier Office•National Treasury•Presidency

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Entry pointsEntry points

Executive reportingEvidence based decision

making for: Resource allocation Policy refinement

Extensive executive interestSupport government

implementation focus

RefineRefine

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GWM&E System: data terrainsGWM&E System: data terrains

Census and Survey Information

Registers and Admin data

Evaluations

Programme Performance Information

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Evaluations


GWM&E System: policy platform

Policy FrameworkPolicy Framework

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GWM&E Framework: Programme Performance Information

PPIE

C&SDept Dept Dept Dept

Derived information system DPLGDWAF

Transversal systemsPERSAL

BAS

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GWM&E System: GWM&E System: Executive reports


Registers & Admin data

Evaluations

PPI

Dept Dept

Derived information system

Transversal systems

Dept

PoAPoA

NationalIndicators

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Evaluations

PPI

Dept Dept


Transversal systems

Dept

Area of Responsibility

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EvaluationEvaluationNeed for detailed policy

evaluations on a number of different levels:Departmental led reviews

and evaluation of policies and programmes

Sectoral reviewsBroad, cross cutting

reviews led by centre of government

Monitoring and evaluation have different purposes

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Programme Performance Programme Performance InformationInformation

Conrad Barberton National Treasury

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Constitution S.215 S.216 Budget & Exp Management

PFMA & MFMA

Ensure information on inputs, outputs and outcomes …

MandateTreasury

…underpins planning, budgeting, implementation management and accountability reporting…

…to promote transparency and expenditure control.

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E

C&SDept



Transversal systemsLine manager

Dept exec

Programme manager

Exec Authority

Dept

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Framework for Managing Performance Information

Key Performance

Concepts

IMPACTS

OUTCOMES

OUTPUTS

INPUTS

ACTIVITIES

The developmental results of achieving specific outcomes

The medium-term results for specific beneficiaries that are the consequence

of achieving specific outputs

The final products, or goods and services produced for delivery

The processes or actions that use a range of inputs to produce the desired

outputs and ultimately outcomes

The resources that contribute to the production and delivery of

outputs

What we use to do the work?

What we do?

What we produce or deliver?

What we wish to achieve?

What we aim to change?

Plan, budget, implement and

monitor

Manage towards achieving these

results

IMPACTS

OUTCOMES

OUTPUTS

INPUTS

ACTIVITIES

The developmental results of achieving specific outcomes

The medium-term results for specific beneficiaries that are the consequence

of achieving specific outputs

The final products, or goods and services produced for delivery

The processes or actions that use a range of inputs to produce the desired

outputs and ultimately outcomes

The resources that contribute to the production and delivery of

outputs

What we use to do the work?

What we do?

What we produce or deliver?

What we wish to achieve?

What we aim to change?

Plan, budget, implement and

monitor

Manage towards achieving these

results

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Framework for Managing Performance InformationPerformance

Indicators

IMPACTS

OUTCOMES

OUTPUTS

INPUTS

ACTIVITIES

RELATIONSHIP INDICATORS

OPINION-BASED INDICATORS

Types of direct indicators

QuantityQuality

Cost / Price Timeliness

Start and end timesDistributionAdequacy

Accessibility

DIRECT INDICATORS

Economy

Efficiency

Effectiveness

Data gathered through surveys

Equity

Indicators

Indicators

Indicators

Indicators

IndicatorsData gathered mainly by management information

systems

Calculated using a combination of direct indicators and other

dataIMPACTS

OUTCOMES

OUTPUTS

INPUTS

ACTIVITIES

RELATIONSHIP INDICATORS

OPINION-BASED INDICATORS

Types of direct indicators

QuantityQuality

Cost / Price Timeliness

Start and end timesDistributionAdequacy

Accessibility

DIRECT INDICATORS

Economy

Efficiency

Effectiveness

Data gathered through surveys

Equity

Indicators

Indicators

Indicators

Indicators

IndicatorsData gathered mainly by management information

systems

Calculated using a combination of direct indicators and other

data

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Link to individual performance Link to individual performance agreements of line managers and HOD agreements of line managers and HOD

Ensure Programme Performance Information is appropriately used for planning, budgeting and managementplanning, budgeting and management purposes •set performance standards and targets prior to the start of each year•review performance and take management action•evaluate performance at the end of a service delivery period

PPI manual per sector - extensive consultation to determine needs of

different usersNext steps

Treasury (2)

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National Statistical SystemNational Statistical System

Akiiki Kahimbaara StatsSA

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Evaluations

PPI

Dept Dept


Transversal systems

Dept




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The Statistics Act (No. 6 of 1999) The Statistics Act (No. 6 of 1999) 2002 January Cabinet Legkotla2002 January Cabinet Legkotla

State of the Nation Addresses State of the Nation Addresses 2004 and 20052004 and 2005

•Section 14 subsection 6 clauses (a), (b) and (c) where the Statistician-General may advise an organ of state on the application of quality criteria and standards

•Section 14 subsection 7 clauses (a) and (b) grants the Statistician-General power to designate statistics produced by other organs of state as official statistics

•Section 14 subsection 8 clauses (a) and (b) authorises the Statistician-General to comment on the qualityof national statistics produced by another organ of state; and to publish such other department’s statistics

MandateStatsSA

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Demand for information[user groups or

indicator categories]

Stats SAOther producers

[departments, CSOs, etc]

• Insufficient supply of quality information

• Uncertain quality? Poor comparability Isolated producers No shared standards

• Insufficient statistical skills

Official statistics

Unknown quality

Problem

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Demand for information[user groups or

Indicator categories]

Stats SAOther producers

[departments, CSOs, etc]

Regulatory environment• Statistics Law• Governance structure• Quality standards• Advocacy programme• Code of conduct

• Adequate information• Reliable information

[quality, sustainable]• Sufficient skills

Coordination

Feedback

Proposed solution

Feedback

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Proposed new approachProposed new approach

Use official statistics to ensure quality

• SASQAF [quality framework]•Framework of international best practice•UN Principles of Official Statistics

Maintain the decentralised system of statistical production

Transform all national statistics into official statistics

SASQAFDraft available

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Transform existing departmental Transform existing departmental data (registers & surveys) data (registers & surveys) into sustainable sources into sustainable sources

of official statisticsof official statistics

•More use of administrative data than of surveys - sustainability and cost

• Agreements and collaboration between Stats SA and individual dept

• Joint Working Party between Stats SAand each of the departments to improve quality

ProgrammeNSS

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Access registers or datasets and map Access registers or datasets and map them against indicators in the compendiumthem against indicators in the compendium

•Identify gaps – where the compendium of indicators should be coming fromthe department• Assess quality of registers or datasets for usability• Suggest improvements

Working with individual departments Next steps

StatsSA

28Build statistical capacity in departmentsBuild statistical capacity in departments

•Encourage departments to establishstatistical capacity – as part of existing M&E units or as components on their own•Allocate sufficient resources: part of MTEF budgeting for sustainability

•Implement statistical training programmes with support from Stats SA

Audit departments for statistical capacityNext steps

StatsSA (2)

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ConcernsConcerns

Inadequate appreciation of the practice of managing for results

• Measurement of performance and “objective” info for planning and decision-making not a priority

• Current practice of existing M&E units without measurement

Circumlocutionary behaviour of public officers (multiple formalities)

• Waiting for approval (all the way to the minister!): inadequate delegation of authority

• Lack of institutional memory in government departments [change the head: start afresh]

•Operational silos – protecting one’s turf•Cover-ups: fear of exposure

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Government Wide Monitoring Government Wide Monitoring and Evaluation Systemand Evaluation System - Derived and Transversal Information System

Zandile Nkonyane DPLG

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Content of presentationContent of presentation Mandate Responsibility Problem Statement Proposed strategy Achievements to date Next Steps

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GWM&E Framework: Programme Performance Information

PPIE

C&SDept Dept Dept Dept


Transversal systems

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Constitution Chapter 3 & 7 Constitution Chapter 3 & 7 MSA, MFAMSA, MFA

Function of DPLGFunction of DPLG•develop national policies and legislation with regards to Provinces and Local Govt, and to monitor the implementation of such•to support Provinces and Local Govt in fulfilling their constitutional and legal mandate

MandateDPLG

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DPLG Monitoring, ReportingDPLG Monitoring, Reporting & Evaluation& Evaluation

ResponsibilityDPLG

•Developing and implementing an integrated monitoring, reporting and evaluation system (dplg)

•Providing leadership and support to Local Govt for the successful implementation of the GWM&E framework

•The development of M&E capacity in the province and local government for enhanced reporting on the implementation of the 5 Year Local Government Strategic Agenda (2006 – 2011)

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ResponsibilityDPLG 2

5 KPA of 5 Year Local Govt Strat Agenda5 KPA of 5 Year Local Govt Strat Agenda•Municipal Transformation and Organisational Development•Basic Service Delivery•Local Economic Development•Municipal Financial Viability and Management•Good Governance and Public Participation

DPLG will develop and implement a system for assessing local govt

service delivery

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Varying degrees: Varying degrees: ofof understanding understanding and and

ofof M&E capacity and readinessM&E capacity and readiness

•Lack of integrated approach to local government M&E across 3 spheres

•Lack of appropriate M&E reporting structures to monitor local govt service delivery

DPLG did readiness assessment of provincial dept

of local govt to do MRE at local govt level

Problem

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Standardise approach to Monitoring, Standardise approach to Monitoring, Reporting and EvaluatingReporting and Evaluating

•Institutionalise M&E systems within appropriate structures in IGR framework•Develop capacity building strategy

DPLG did assessment of business processes that inform M&E system Proposed

Strategy

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Types of local government Indicators

43%

36%

21%

9%

2%

20%

0%

45%

27%

8%

0%5%

10%15%20%25%30%35%40%45%50%

Input Activities Output Outcome Impact

Indicator category

Pe

rce

nta

ge

Initially 500

Collated allCollated all indicators indicators

on local govton local govt

Now 150

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Integrated Local Government M & E Management

A shared understanding of indicator development A shared understanding of indicator development across all three spheres of governmentacross all three spheres of government

GWM&E System

National

Provincial

District

Local

GPOA

PGDS

IDP

IDPIndicators

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Achievements to dateAchievements to dateDone

Readiness assessment of provincial dept of local government

Draft Local Government M&E framework, aligned to GWM&E

National Local Government M&E forum established

Collaboration with SAMDI and NT TAU for capacity building

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Next stepsNext stepsPlans

Finalise Local Government M&E framework

Design and implement Local govt monitoring system that extracts information with multiple sector departments that deal with Local Government – based on impact model

Capacity Building for provinces and municipalities

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Derived system:Derived system:DPSADPSA

Henk Serfontein DPSA

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Public Service ActPublic Service Act•Responsible for public service transformation •Custodian of public management frameworks •Performance and knowledge management •Service delivery improvement

Co-Chair of the Governance Co-Chair of the Governance and Administration Clusterand Administration Cluster

Co-Chair the GWM&E Task Co-Chair the GWM&E Task Team Team

Aim Increase public

service effectiveness and improve governance

MandateDPSA

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GWM&E System: Executive reportsGWM&E System: Executive reports


Evaluations

PPI

Dept Dept


Transversal systems

Dept

PoAPoA

NationalIndicators


PM WatchPM WatchCabinet Lekgotla Cabinet Lekgotla ReportReport

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Lead agency on databases Lead agency on databases and Reporting Work streamand Reporting Work stream

Responsibility DPSA

Two major initiatives currently in developmentTwo major initiatives currently in development

Public Management Watch Public Management Watch Extracts HR and Budget expenditure data Identifies vulnerable departments

HR utilisation Report HR utilisation Report Derived from departmental annual reports Focuses on how well HR is used

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• Will draw from various GWM&E sources •To provide useful, practical updates•Executive level information •High strategic overview.

New development

Creation of Creation of Year end Report Year end Report bi- annual Cabinet maKgotlabi- annual Cabinet maKgotla

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Linking the performance management and measurement systems needs dedicated attention

•DPSA M&E capacity overstretched (APRM etc.) •Building public participation systems a key issue •Must enhance GWM&E stakeholder relations •Overcoming formalistic compliance by sectors and provinces.

Task: Improving public management outside financial and

expenditure issues Challenges

DPSA

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• Priority streamlining reporting burden Priority streamlining reporting burden • Compilation of reporting requirement Master list Compilation of reporting requirement Master list • Undertake consultations with systems usersUndertake consultations with systems users• Focus on improving understanding of their needs Focus on improving understanding of their needs • Develop database architectureDevelop database architecture

Priority: Work stream 2 objectives

Data bases and reporting

Next steps DPSA

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ConcernsConcerns Need to incorporate Public

Opinions/ Imbizo processes Public Entities and

Constitutional Bodies

Conceptual clarity - IGR Key role players involved Convergence around

indicators

Data quality will improve with public attention and utilisation

Steady does it

Myth: “at the press of a Myth: “at the press of a button”button”

Systems to alert about Systems to alert about problem, need political problem, need political will to deal with itwill to deal with it

Conclusion

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Ke ya lebogaKe ya lebogaKe a lebohaKe a leboha

Ke a lebogaKe a lebogaNgiyabongaNgiyabonga

NdiyabulelaNdiyabulelaNgiyathokozaNgiyathokoza

NgiyabongaNgiyabongaInkomuInkomu

Ndi khou livhuhaNdi khou livhuhaDankieDankie

Thank youThank you

1 Government Wide Monitoring and Evaluation System Ronette Engela The Presidency Conrad Barberton...

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