Framework for managing programme performance information
description
Transcript of Framework for managing programme performance information
Framework Programme Performance Information
Dr. Annatjie MooreProvincial Performance Management Directorate12 June 2008
Overview
• Budget Reform Process• Legislative Framework• Performance Management and the Framework• Aims of the Framework• Linkages with GWM&E, DPSA & Gov Departments• Applicability of Framework• Performance Information, Strategic and Annual
Performance Plans• Key Performance Concepts• Performance Information Systems• Other matters covered in the Framework: Roles and
responsibilities, Publishing of Information
Budget Reform Process
2002 2003 2
004 2005
2006
2007
Standardize Budget & Programme Formats
Draft QPR Discussion Documents Develop database
Pilot QP Reporting
Measuring Value for money
Three EEE
Facilitate standardised Strategic and APP
Implement and refine process
Credible Non-Financial DataLeading Indicators open domain
Non-Financial Data ElementsIn Strat & APP and Annual Reports linked and standardized
PERFORMANCE BUDGETING AND REPORTING ON RESULTS
1999 – 2000 PFMA
LEGISLATIVE MANDATE• The Public Finance Management Act (Act No
1 of 1999 as amended by Act 29 of 1999) stresses the need for accounting officers (and those to whom managerial responsibilities have been delegated) to regularly monitor and report on the performance of their Departments against the agreed budget programmes for the year.
• Treasury Regulation 5.2.1 & 5.3.3 (Strategic- Annual and Quarterly Performance Plans).
• This is but one element in a process designed to improve the use of limited financial resources in the delivery of services to communities.
What is PROGRAMME Performance Management?
• The objective of programme performance management is to provide a coherent framework for strategic planning and annual performance monitoring based on accountability in a decentralized environment.
• Programme Performance Management is the process that indicates how well an department is doing against its goals and objectives as set out in Annual Performance Plans.
• Performance information should help managers to understand how well an department and individuals are performing.
• Clear measures of performance allow reliable targets to be set, and people to be clear about what level of performance is expected.
StrategicPlan
Year 1
MediumTerm
Budget
Individual Performance
Plans
Monthly/QPRReports
AnnualReports
AnnualReview
5 yearsUpdated annuallyIncludes budget informationCovers critical areas for department
Detailed focus on first year of strategic planIncludes output and service delivery information
Expenditure trends3 year forward estimatesStrategic direction explainedPrevious year outcome incorporated when deciding resource allocation
Staff have performance contracts & individual development plansLinked to departmental key objectives and outputsIndicate individual contribution towards achieving departmental objectives
Progress against budget & implementing strategic planHighlights departmental performance (financial & non-financial) against targets
Environmental changesExpenditure outcomes and new budget allocationsStrategic direction changes
Performance against budget and
strategic planMeeting reporting
requirements - Treasury & PS
Regulations
ACCOUNTABILITY CYCLE
Results Based System
InputInput
Conditions
Processes OutputOutput
Feedback
Consequences
What is needed?
Deliverablework output
Tasks andactivities
Tasks andactivities
Tasks andactivities
Tasks andactivities
Measurement:How?
Measurement:How much?
Receiving systems
Business strategy
Legislation Environment Business practices Labour
Leaders of Learners 2004 ©
Aims of Framework to enhance a performance management approach in government
• Clarify definitions and standards for performance information in support of regular audits of such information where appropriate
• Improve integrated structures, systems and processes required to manage performance information
• Define roles and responsibilities for managing performance information
• Promote accountability and transparency by providing Parliament, provincial legislatures, municipal councils and the public with timely, accessible and accurate performance information.
Links to the GWM&E System
Evaluations
Government-wide Government-wide Monitoring and Evaluation Monitoring and Evaluation
SystemSystem
Programme Performance Information
Social, Economic and Demographic
Statistics
Framework for ManagingProgramme Performance
Information
Government-wide Monitoring and
Evaluation Framework
EvaluationsFramework
Statistics and Surveys Framework
Applicability of Framework
All entities in the national, provincial and local spheres of
government
Role of Performance Information
• Enhance Planning, Budgeting and Monitoring
• Costing of budget proposals• Reporting for accountability purposes • Performance monitoring• Integrate financial and non-financial data
for analysis purposes - Cost benefit analysis
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
Key Performance Information Concepts
Alignment of Concepts
Strategic Planning Concepts
Budgeting Concepts
(Appropriation Bill)
VISIONMISSION
VALUESValues that indicate what the departments
regards to be important
AIMUsually the same as the Mission
VOTEDEPARTMENT
PROGRAMME PROGRAMME
STRATEGIC OBJECTIVESStatements of what concrete things the department intends doing to achieve its
strategic goals
PURPOSEStatement of the overall purpose of the programme, often with reference to the activities being funded
SUB-PROGRAMME SUB-PROGRAMME
MEASURABLE OBJECTIVESSpecific input, activity and output targets for
the sub-programme
SUB-PURPOSE (?)Statement of the overall purpose of the sub-programme, often with reference to the activities being funded
Impact and Outcome
Indicators
Input, Activity and Output Indicators
Input, Activity and Output Indicators
Performance Information
STRATEGIC GOALSStatements of specific things the department
wants to achieve in pursuit of its mission
ECONOMIC CLASSIFICATION
SCOA Economic Classifications
Information on Inputs
VOTE/FUND
Objective Level 2
Objective Level 3
Objective Level … up to 50
Objective Segment
Item Level … up to 15
Item segment
BAS Concepts
RESOURCE INFORMATION
Performance targets
• The baseline is the current level of performance that the institution aims to improve
• Performance targets express a specific level of performance that the institution, programme or individual is aiming to achieve within a given time period
• Performance standards express the minimum acceptable level of performance, or the level of performance that is generally expected
• Core set of performance indicators in concurrent functions
Integrated performance managementsystems (1)
• Systems should be integrated within existing management processes and systems
• The accounting officer is responsible for ensuring that the department has:1. Documentation addressing the following:
• Integration of performance information structures and systems within existing management processes and systems
• Definitions and technical standards of all the information collected by the institution
• Processes for identifying, collecting, collating, verifying and storing information
• Use of information in managing for results
• Publication of performance information.
2. Appropriate capacity to manage performance information
3. Appropriate systems to collect, collate, verify and store the information
4. Consultation processes that ensure the information needs of different users are taken into consideration when specifying the range of information to be collected
5. Processes to ensure the information is appropriately used for planning, budgeting and management within the institution, including:
• Processes to set performance standards and targets prior to the start of each service delivery period
• Processes to review performance and take management action to ensure service delivery stays on track
• Processes to evaluate performance at the end of a service delivery period.
6. Processes to ensure that responsibility for managing performance information is included in the individual performance agreements of line managers and other officials
7. An identified set of performance indicators for reporting for oversight purposes.
Integrated performance managementsystems (2)
Other matters covered in Framework
• A method to develop performance indicators• Managing performance information
– responsibilities of executive authorities, accounting officers, line managers and other officials
– integrated performance management systems– capacity to manage performance information
• Publishing performance information– accountability reports– information to facilitate oversight– providing public access to government-held
information– information for research– information on the Internet
Roles and responsibilities National Treasury
• Sections 215 and 216 of the Constitution make the National Treasury responsible to prescribe the formats for budgets, and for measures to ensure transparency and expenditure control in each sphere of government.
• Given these provisions, the National Treasury’s role in relation to the Framework is the following:
• Developing formats for accountability reporting, including strategic plans, annual performance plans, in-year-reports and annual reports
• Developing core set of performance information in collaboration with sector departments to ensure uniform standards and data
Roles – National Treasury (2)
developing guidelines on the use of performance information in different circumstances;
monitoring the implementation of the Framework by all institutions;
providing training around the implementation of the Framework, and the use of performance information;
providing input into the processes to select and define performance measures;
use the information generated by other institutions for purposes of monitoring, evaluating and reporting on economy, efficiency, effectiveness and equity in the use of resources to deliver services
Roles & Responsibilities DPSA
• The Department of Public Service and Administration is responsible for leading the modernisation of the public service. It does this by assisting government departments to implement their management policies, systems and structural solutions, within a generally applicable framework of norms and standards.
• The Framework for Performance Information is a key initiative and the department will play a critical role in its implementation and in linking it to broader systemic and structural solutions in place, particularly the individual performance management system.
• Also important are the department’s initiatives to improve service delivery through initiatives such as Batho Pele.
• The performance information generated by institutions will enable the DPSA to evaluate the success of these reforms
Roles and responsibilities - DPLG
• The Department of Provincial and Local Government is responsible for, among other things, monitoring the performance of provincial and local governments in relation to the fulfilment of their constitutional functions, particularly those pertaining to the delivery of basic services.
• The national department is aided in this function by the provincial departments of local government.
• To fulfil these monitoring roles these departments require municipalities to supply them with the necessary information
Thank You