Presentation to Portfolio Committee on Public Service and Administration 12 September 2012 The...

Presentation to Portfolio Committee on Public Service and Administration12 September 2012

The Presidency The Presidency Department of Performance Monitoring and EvaluationDepartment of Performance Monitoring and Evaluation

PERFORMANCE OF THE STATE AND ITS CHALLENGES

The Presidency: Department of Performance Monitoring and EvaluationThe Presidency: Department of Performance Monitoring and Evaluation

Introduction: DPME focus areas

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• Plans for the 12 priority outcomes (delivery agreements)• Monitoring progress against the plans• Evaluating to inform improvements to programmes, policies, plans• Presidential hands-on monitoring

• Monitoring of experience of citizens when obtaining services• Presidential hotline• Unannounced visits• Citizen-based monitoring

• Quality of management practices in individual departments and municipalities

• Moderated self assessment • Drive a process of continuous improvement• Link results to assessment of HoDs

M&E of national priorities

Management performance M&E

M&E of front-line service delivery

Government-wide M&E system

• Develop capacity of national and provincial departments and municipalities to carry out M&E themselves

• Address problems with data quality and information management• National Evaluation System


Introduction: Mid-Term Review

• Presentation draws on Mid-Term Review of national priorities (outcomes) – to end November 2011

• Narrative mid-term review has been circulated, taken as read

• Review covers all 12 outcomes, including the five main priorities

• Presentation focuses on highlights, details in narrative

• Mid-Term Review is high-level, relatively short and readable and therefore does not comprehensively cover all work of government

• Intention is to provide a frank and balanced assessment of progress, and to contribute towards developing a culture of continuous improvement and accountable and transparent government

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Introduction..continued

• Presentation is based on administrative data from departments and from national statistics (this is how it should be to avoid duplication of monitoring and reporting)

‒ But DPME will increasingly be seeking smart ways to validate data from departments in future, as requested by Cabinet and Parliament, without duplicating monitoring work by departments

• Presentation also includes results of other monitoring work being done by DPME– Results of management performance assessments of national and provincial

departments– Results of frontline service delivery monitoring

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EDUCATION AND SKILLS

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• Improve quality of basic education – Increased number of children benefiting from ECD – Grade R enrolment doubled between 2003 and 2010 – likely to meet 2014 target of

all Grade 1 learners having attended formal Grade R– Workbooks developed– Implementing measures to address teacher quality– 70% of learners now in no-fee schools – Grade 12 percentage passes increased in 2011, but fewer learners passing at

bachelors level, and fewer learners passing maths– Average 2011 ANA Grade 3 literacy (35%) and numeracy (28%) and Grade 6 literacy

(28%) and numeracy (30%) scores are very low, pointing to general lack of effective teaching and school management, including general weak district oversight of schools

– Not meeting targets for curriculum coverage– Budget pressures due to compensation and lack of implementation of national

guidelines limits spending on other essential education services – Lack of implementation of policy dealing with excess teachers is major contributing

factor to budgetary pressures

Education and skills progress

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• Addressing the problem of unemployed and unskilled youth– Increased enrolment of adult learners for ABET– Increased enrolment at FET colleges– National Senior Certificate for Adults to meet university entry requirements

registered, but curriculum development delayed

• Providing skills required by the economy– Number of unemployed learners and workers entering learnerships exceeding

targets– 11 335 artisan learners entered training, exceeding target of 10 000 for 2011 – 2014

target of 12 000 artisans per annum will be met– But economic slowdown has reduced opportunities for workplace experience

component of learnership and artisan qualifications– Targets for new teachers, honours, masters, doctoral graduates will be met by 2014

Education and skills progress…continued

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• Improve quality of basic education – Strengthen quality and coverage of early childhood development – Improve literacy and numeracy levels in lower grades– Support teachers to be able to teach English as a second language at earlier

grades– Address quality and performance in mathematics and physics earlier in the

system– Timely delivery of work books and text books– Monitoring use of work books, teacher attendance and teachers’ coverage of the

curriculum by school and district management– Address under-expenditure of education infrastructure budgets– Assess impact of teacher development initiatives – Increase number of learners passing at bachelor’s level – Make ANA school results publicly available, for parents to monitor performance– Targeted interventions in under-performing schools– Strengthen school management in weak performing schools

Education and skills: recommended focus to address challenges

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• Address problem of unemployed and unskilled youth– Intensify efforts to improve quality of qualifications provided by FET colleges to

increase chances of graduates finding workplace experience opportunities and employment opportunities

• Skills requirement of economy– Improve enrolment and throughput rate for students at tertiary level in

engineering & health science• Low through-put rates • Lack of infrastructure and equipment particularly at historically disadvantaged

universities• Insufficient learners passing matric at required levels with required subject

combinations • Inappropriate selection of subjects at high school

Education and skills: recommended focus to address challenges continued…

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HEALTH

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Life expectancy• Life expectancy improving largely because of comprehensive response to HIV & AIDS• However, life expectancy still compares poorly with other countries with similar or lower

levels of investment in health• This is partly due to:

‒ Complex quadruple burden of disease (HIV and AIDS, maternal and child mortality, non-communicable diseases (NCDs), trauma and violence)

‒ Limited multi-sectoral planning, management, coordination, and monitoring of NCDs and trauma and injury

‒ Impact of social determinants of health (poverty, poor nutrition, limited access to clean water and safe sanitation, etc)

Combating HIV and AIDS, and TB – Number of people living with HIV has stabilised – Reduction in mother to child transmission from 8% in 2008 to 3.5% in 2011, protecting

more than 30 000 babies (per annum) from infection – 19.9 million people tested for HIV from April 2010 to date – 1.7 million people receiving antiretroviral therapy, up from 1,1 million in 2009– Costs of ARV drugs halved – can treat more people within same resource envelope– 8 million people tested for TB and cure rate improved, reached 70% mark in 2010, but

high TB incidence and HIV-TB co-infection remain a challenge

Health progress

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Improving maternal and child health– Reached 70% immunization coverage for diarrhoea and pneumonia – Improving percentage of mothers and babies presenting for care within 6 days of birth– Cervical cancer screening rate increased from less than 40% in 2009 to 57% in 2011– Latest data indicates improvements in infant and under-5 mortality rates, linked to

PMTCT and ART progress – Remaining challenges include:

• Community delays in seeking healthcare• Weak management and poor quality of health care offered:

– Poor compliance with clinical guidelines, shortage of supplies, weak infection control

– Inadequate emergency obstetric care and postnatal care – High levels of malnutrition and stunting among children– Varied performance of immunisation programmes in districts (50-100%)

Health progress

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Improve health system effectiveness

• Substantial steps taken towards establishment of NHI (Green Paper)• Good progress towards establishing Office of Health Standards Compliance• Patient satisfaction progress (latest measurement 60% vs 54% in 2009), but 2014 target of

70% at risk due to remaining quality problems• Improvements in quality of health care due to:

– National leadership in development of norms and standards for quality of service– Audit of service quality in public health facilities, improvement plans being developed

• Progress in Primary Health Care re-engineering and deployment of health teams to communities but significant challenges remain – Shortage of health professionals and specialists – Limited expertise in coordination of PHC among health professionals – Limited public awareness about benefits of health promotion and prevention rather

than seeking hospital-based treatment

Health progress continued..

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Improve health system effectiveness… continued

• Progress with strengthening management of the health system:– Developed national human resource strategy, linking intake to projected demand– Training plans to ensure hospital managers meet minimum competency requirements– Regulations developed for competency criteria for managers and Leadership and

Management Academy being established– Lack of progress regarding unqualified audits due to weak asset management and

supply chain management in provinces (only 2/10 provincial health departments received unqualified audits in 2010/11)

– Remaining management challenges include: ‒ Limited delegation of powers to management at various levels‒ Limited use of health information management to inform service delivery‒ Poor HR planning, high attrition and shortage of health professionals‒ Poor maintenance of infrastructure

Health progress continued..

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Health: recommended focus areas for remainder of term

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CRIME AND CORRUPTION

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• Reducing overall levels of serious crime– Overall serious crime decreased from 3,872 to 3,680 per 100,000 of the population– Murder, attempted murder, car-jackings and house robberies have decreased,

however marginal increase in business robberies – Perceptions of the management of crime among citizens have improved– Decreasing overall serious crime could be due to more visible policing, more

effective police action and community vigilance, amongst other factors• Improving effectiveness of the CJS

– Detection rates for contact and trio crime increasing– Case backlog decreasing

• Combating corruption – 1 529 allegedly corrupt people in the criminal justice system investigated

o 192 officials were criminally charged, 86 convicted and 296 were departmentally charged between April and September 2011

– 56 suspects with illegally obtained assets of more than R5 million investigated, 26 of these have appeared in court but no convictions yet, assets worth R580 million of 19 individuals restrained

– 255 other corruption-related convictions from April 2011 to date– 23 Presidential Proclamations since 2009 for SIU to investigate corruption cases

• Improving victim support – Progress in establishing Thuthuzela Care Centres /Victim Support Rooms at police

stations

Crime and corruption: mid-term review of progress

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• Improve effectiveness of criminal justice system – SAPS far exceeded its targets for overall serious crime – targets set too low?– Align and integrate ICT systems of relevant departments to make CJS efficient– Speed up finalisation of cases in the courts– Further improve investigative (SAPS) and prosecutorial (NPA) capacities

• Monitor parolee re-offending, and rehabilitation in general– Increase involvement of perpetrators of serious crimes in rehabilitation– Track re-offending by perpetrators of serious crime released on parole– Increase involvement of victims in parole hearings

• Improving victim support– Increase number of victims who attend parole hearings– Assess quality of services in Thuthuzela Care Centres and Victim Support Rooms

• Combating corruption – Improve quality and number of prosecutors, forensic and financial investigators

in Anti-Corruption Task Team to increase chances of securing convictions– Ensure single coordination point for existing anti-corruption structures

Crime and corruption: recommended focus for remainder of term

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JOBS

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• GDP growth slow largely due to slowdown in global growth since 2008, sluggish export growth, and lower consumer demand largely due to over-extension of credit in SA in the boom period– Some increase in employment in 2011 but this has since decreased again, unlikely

that 2014 target of 45% employment rate will be met (latest measurement is 41%, same as 2009)

• Gini co-efficient & share of the poorest stagnant due to:– Impact of global crisis on low skilled workers and informal sector in SA– Slow progress in implementation of policies to reduce inequality (such as improving

basic education and small business development)

Jobs progress

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• Advances have been made in coordination around growth strategies (NGP, stakeholder agreements)

• Progress with promotion of labour absorbing growth - industrial development strategies in manufacturing and mineral products; procurement reform; Jobs Fund

• Progress with improving competitiveness and reducing costs: – Implementation of IPAP, minerals beneficiation, autos, clothing, solar water heating and

renewable energy– Communications costs declining but rising electricity and transport prices– Strong action by competition authorities - food production, fertilisers, construction

• Public employment programmes grew in volume and impact

Jobs progress…continued

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• Ongoing implementation of New Growth Path and related strategies

• Address cost and reliability of electricity and transport

• Decisions on youth employment programmes and urgent implementation of these

• Address stagnating research and development• Increase impact of SME support programmes • More systematic monitoring of implementation of microeconomic reforms, e.g.

municipal permits and building approvals, work permits– Review impact of government regulations, charges and administered prices on

employment creation

• Implementation of business case for expansion of Community Work Programme and improvement of capacity in government to oversee the programme

• Preparations for risk of slow global growth and to reduce potential impact of immediate risk of higher food prices, review policies which allow sharp food price fluctuations

• Improve coordination of jobs initiatives across departments

Jobs: recommended focus for remainder of term

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The Presidency: Department of Performance Monitoring and EvaluationThe Presidency: Department of Performance Monitoring and Evaluation 23

Economic infrastructureEconomic infrastructure


Economic infrastructure progress• Creation of Independent System Operator (ISMO) underway, to allow participation by

Independent Power Producers (IPPs)

• Medupi is a little behind schedule, Kusile is ahead of schedule - deficit until Medupi/Kusile are generating electricity

• Logistics – road, rail and ports– Transnet moving freight to rail - 206mt by end of 2011/12 (2014 target 250mt)– Container Terminals – Durban re-engineering 90% complete, Cape Town 92%

complete, Nqura 2 container berths added and 2 more will be completed by March 2012

– Locomotive acquisition on track– Progress with national roads , but affordability of tolls is a challenge

• Progress with Water Augmentation Schemes and rehabilitation of 9 out of 25 dams complete, progress on water licences backlog, but little progress on equitable water pricing and funding models

• Information and communication technology – wholesale broadband prices dropped by 73%, local loop unbundling with different providers on the same telephone lines starts by November 2012, 60% Digital Television broadcasting coverage

• Improving coordination of infrastructure build programme through Presidential Infrastructure Coordinating Commission – project plans clustered, sequenced and prioritised into a project pipeline

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Economic infrastructure: recommended focus for remainder of term

• Complete establishment of Independent System Operator, establish single transport regulator, increase private sector participation in rail and ports

• Monitor Medupi build programme, promote co-generation options, accelerate integration of renewable energy and accelerate demand-side savings

• Logistics – road, rail and ports– Further improvement of port productivity– Address the affordability of road tolls

• Ensure progress on equitable water pricing strategy, funding models and institutional structures for water infrastructure delivery and maintenance

• Complete ICT connections of 125 Dinaledi and 1 525 district schools, finalise & implement national broadband plan, local loop unbundling, oversee Digital TV implementation

• Create new institutional mechanisms at administrative level to sequence and coordinate the delivery of strategic integrated projects across the spheres of government and the private sector, fast-tracking approvals and ensuring value for money

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RURAL DEVELOPMENT

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• Addressing rural needs in a comprehensive fashion and improving services– Some appropriate service delivery models for remote rural areas have been developed

(e.g. solar power, mobile clinics) but should be introduced more widely – Comprehensive Rural Development Programme (CRDP) reached 80 wards but at high

cost per household

• Agrarian reform and improving access to food– Land acquisition and redistribution programme: 823 300 hectares to 20 290

beneficiaries between 2009 and 2011– Restitution programme: 712 claims settled between 2009 and 2011 – Overall, 6.7 million hectares transferred to blacks between 1994 and 2011 (27% of

2014 target of 24.5 million hectares)– Remaining claims for settlement are on high value commercial farmlands in the

northern and eastern regions, difficult to resolve – But under-utilization of the newly acquired land, post-settlement– Insufficient involvement of the commercial sector in developing smallholders – Inadequate/ineffective agricultural support (extension workers)– Questions regarding effectiveness of financial support to small farmers

Rural development progress

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• Rural unemployment– Broad unemployment in ‘tribal areas’ is rising rapidly, from 44% in 2009 (StatsSA QLFS

2009) to 52% in 2012, partly due to • Slow rate of overall national economic growth• Inadequate progress with smallholder farmer development• Lack of growth in employment in commercial agricultural sector

Rural development progress..continued

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Rural development: recommended focus for remainder of term

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HUMAN SETTLEMENTS

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• Informal Settlements upgrading– 83 000 serviced sites delivered by provinces by September 2011– Concern about meeting target of reaching 400 000 households by 2014

• Rental Housing – 15 469 social/public/private units built (19% of target) with good project pipeline

• Accreditation– On track with 8 municipalities accredited to level 2, awaiting provincial gazetting– 16 municipalities assessed for compliance

• Well located state land made available for integrated housing delivery – On track with 1 329 hectares of SOE land is being transferred to Housing

Development Agency & 1 066 hectares transferred to municipalities• Finance to the affordable housing market

– Housing Development Finance Institutions – 122 000 loans to Sept 2011, on track– Contribution of private banks not yet being recorded by NDHS– therefore not able

to report on progress against overall target of 600 000 loans

Human settlements progress

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• Acceleration of integrated housing delivery – National support to provinces and municipalities to map, categorise and

implement informal settlement upgrade plans in 45 priority municipalities– Need national rental policy (that includes backyards), regulations and

responsibilities– Provinces need to gazette 8 level 2 accreditations of municipalities– Need full accreditation of 6 metros

• Identify and release well located state land to support higher densities– Conclude agreements with landholding government agencies on rapid land

transfer, including its financing and requirements for densification– Put in place technical support agreements with municipalities and provinces for

land transfer

• Facilitate improvements in affordable “gap” housing market• Complete rationalisation of Housing Development Finance Institutions (DFIs)• Increase DFI support to provinces to develop mixed income and mixed use projects• Monitor private banks contribution to affordable housing market• Engage with private banks to increase their role in affordable housing

Human settlements: recommended focus for remainder of term

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LOCAL GOVERNMENT AND BASIC SERVICES

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• Water‒ Overall access at 94.5%, unlikely to achieve target of 100% access by 2014‒ Due to lack of operation and maintenance, 21% of the households with access to a

tap do not always get water from the tap and 26% of hhs are affected by sanitation services and/or facilities that are not fully functional

‒ Rate of delivery of the water infrastructure slowing, due to lack of bulk infrastructure, lack of engineering expertise for maintenance and operation

• Refuse removal ‒ Basic level of refuse removal risen to 72% by 2010/11, on target for 2014‒ Unpermitted land-fill sites a constraint

• DEA is working with provinces on this

Local government and basic services progress

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…local government and basic services progress continued

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Access to sanitation increased from 77% in 2009 to 82% in 2011, not on target for 100% in 2014


…local government and basic services progress continued

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Access to electricity improved to from 81% in 2009 to 84% in 2011, not on target for 100% in 2014 due to lack of generation capacity, lack of bulk infrastructure and distribution networks


Administrative and financial performance of local government• Insufficient progress has been made in improving the financial and administrative

capabilities of municipalities– 2010-2011 Consolidated General Report on Audit Outcomes of Local Government:

• Only 51% of all auditees received clean or unqualified audits (improvement on 44% in 2009-2010)

• > 70% of officials in key positions do not have minimum competencies and skills

• Operation Clean Audit has had little impact

• Oversight and support to municipalities is fragmented and ad-hoc

Deepening local democracy• Majority of ward committees established

• But need more focus on providing guidance to ward committees to prepare ward-level service delivery improvement plans

Local government and basic services progress.. continued

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Monitoring of performance at local government level

• During 2012 DPME has worked with DCOG and National Treasury to develop a tool for monitoring and identifying identify management and service delivery problems in local government

• Will be piloting municipal assessments during 2012 and then rolling out to municipalities with poorest audit outcomes during 2013

Local government and basic services progress.. continued

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• Basic services– Put in place appropriate national institutional arrangements for coordinating delivery of

basic services – Improve basic service norms to reflect whether infrastructure is actually working– Prepare and implement plans for delivery of basic services in the 22 districts with the

highest backlogs• Strengthening municipal capacity– Implement appropriate planning, financing, support to different categories of

municipalities – Expand the Community Works Programme to 1 million jobs– Strengthen ward committees to develop and implement ward-level service delivery

improvement plans– Focused interventions in the weakest municipalities to improve financial management– Ensure municipalities fill senior management and technical posts with qualified and

capable staff– More focus by provincial governments on fulfilling their constitutional and legislative

mandate to support, monitor and intervene in municipalities

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Local government and basic services: recommended focus for remainder of term


Environmental assets and natural resources

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Environmental assets and natural resources progress• Water

– Water use efficiency targets set for agriculture sector– Water use licensing backlog significantly reduced– 66 water supply systems awarded Blue Drop certification for 2010/11 period,

increase of 74% against 2010– Number of waste-water treatment works that scored more than 50% in Green Drop

assessment increased from 216 in 2009 to 460 in 2011– Accelerated Community Infrastructure Programme achieved 63m cubic metres of

water savings against planned 3m– Plans for addressing Acid Mine Drainage in place - emergency scheme starts by

March 2012 in the Western Basin• National Air Quality Indicator shows marginal improvement• 42% renewable energy in Integrated Resource Plan, 28 preferred independent power

producers announced• 200 000 solar heaters installed, 70% in rural areas (2014 target 1 million)• New biosphere reserve (Gouritz Cluster) added to conservation estate, 13% of coast has

partial protection (target of 14% by 2014)• 307 731 work opportunities and 74 114 full-time jobs created through Environment and

Culture Sector of the EPWP

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Environmental assets and natural resources: recommended focus for remainder of term

• Water– Expand Blue Drop and Green Drop certification programmes and raise quality of

water– Implement Acid Mine Drainage plans monitor mines’ compliance with water

licences• Reduce solid fuel burning in homes and manage vehicle emissions• Implement White Paper on Climate Change and meet ambient air quality standards• Implement the projects approved and take forward the SA Renewables Initiative (SARI)

launched at COP 17• Ensure amendments to building regulations to promote energy efficiency are

implemented• Implement simplified EIA process for SMEs and centralised electronic system for

tracking environmental authorisation• Strengthen the National Wildlife Crime Reaction Unit (NWCRU) to address poaching,

including rhinos • Consolidate the conservation estate

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A better South Africa and a better and safer Africa in a better world

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A better South Africa and a better and safer Africa in a better world progress

• Consolidation of the African Agenda – Integration of NEPAD into the structures of the AU– Progress with the planning of key NEPAD infrastructure projects, including the

North-South road and rail corridor– Elected on AU Peace and Security Council for a two year term, and the AU

endorsement of SA’s candidature for the non-permanent UN Security Council seat, aiming to improve linkages between these two

– Recent appointment of Minister Dlamini-Zuma as head of AU Commission• Regional integration

– SADC Free Trade Agreement consolidated – 92% of product lines now 0% rated, compared to 85% in 2009

• Reform of global governance institutions– World Bank – Executive Director position created for SA, Nigeria, Angola– International Monetary Fund – G20 agreement on reform of IMF– UN Security Council – some progress in agreement to move reform from a

discussion forum to a formal negotiation process• Trade and investment

– Inward foreign direct investment has been improving, improvement in high value added exports and number of tourists

• Successfully hosted COP 17 and obtained agreement

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A better South Africa and a better and safer Africa in a better world: recommended focus for remainder of term

• Consolidation of the African Agenda – Continue to strengthen structures and promote unity and cohesion of the region

and continent– Continue to assert an independent African view in international platforms, including

the UN Security Council, World Trade Organisation (e.g. re the Doha Round)

• Regional integration– Consolidate the SADC Free Trade Agreement – further dropping trade barriers– Promote industrial development in SADC, leveraging complementarities and using a

value-chain approach linking with NEPAD infrastructure projects

• Reform of global governance institutions– International Monetary Fund – campaign for another seat for Africa– UN Security Council – continue to call for early and fundamental reform– WTO – build alliances with partners to reclaim the development mandate that

launched the negotiations

• Trade and investment - leverage additional investment from targeted economies

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An effective and efficient public service

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An efficient and effective public service progress

• Some significant examples of improvements in service delivery, but not yet widespread– Waiting and turnaround times – significant progress in some departments e.g.

Home Affairs with IDs (127 to 45 days) and permits; SASSA with processing of social grants; SAPS reaction times

– Audit of health facilities and implementing improvement plans• On average less than 3% of funded posts vacant, but particular shortages of professional

and technical skill• Time taken to fill vacant posts has improved from 9 months to 6 months (target is 4

months)• Standardised financial and human resource management delegations developed to

enable quicker decision-making in departments • New regulations for monitoring of supply chain management, and to ensure payment to

suppliers in 30 days• 74% of national departments received unqualified audits in 2010/11 – an improvement

from 66% in 2009/10 • DPME, National Treasury, DPSA and Offices of Premier assessing quality of management

practices in depts, improvement plans being put in place and monitored

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Effective public service : recommended focus for remainder of term

• Resolve issue of single public service• Improve service delivery quality and access

– Draw lessons from best practices such as Home Affairs– Ensure all depts have service standards and improvement plans (currently only 78%

of departments comply)• Focus on recruitment of professional and technical staff

– Ensure performance agreements for HoDs are submitted to Public Service Commission

– Reduce turnaround time on disciplinary cases • Ensure 100% of senior managers disclose their private interests, verify disclosures, and

eliminate any potential risks of conflict of interest• Pay suppliers within 30 days • Address deteriorating provincial audit results (69% unqualified audits in 2010/11 from

73% in 2009/10) • Deal with cases reported on Anti-Corruption Hotline (currently national depts have only

finalised 70% of cases and provincial departments 78%)

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Institutional Performance

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• June 2011 Cabinet approved annual assessments of management performance of national and provincial departments using MPAT tool

• Focus on quality of management practices in departments• Aim to provide holistic picture of state of management – draw on existing secondary

data– Complements existing assessment/audit initiatives (DPSA, NT, AGSA, PSC) does

not duplicate• Does not focus on service delivery – covered by outcomes

– But effective and efficient translation of inputs into outputs through good management practices important for improving implementation of policy and service delivery

• Need to develop a culture of continuous improvement and sharing of good practice• Link institutional performance to individual assessment of HoD’s• Based on international experience (Canada, Kenya, New Zealand) where Office of

President or Premier assesses management practices with aim of driving improvements through competition and sharing of good practice

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Background


• Assessment against 31 management standards in 17 management areas• Standards based on legislation and regulations• Standards developed collaboratively (with National Treasury, DPSA, Office of the Public

Service Commission, Office of the Auditor General and Offices of the Premier) • Joint initiative with Offices of the Premier – DPME facilitates assessment of national

departments, OoP facilitates assessment of provincial departments

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How?

Self-assessment; validation

External moderation and feedback

Improve and monitor

Senior management

agree score

Internal Audit check process and

evidence

HOD sign off

External Moderation

DPME/OOP feedback to department

Department improvement plan

Department monitors

Department prepares for next

round

Have we improved from

baseline? 52

Human Resource and Systems Management• HR Strategy and Planning• HR Practices and Administration• Management of Performance• Employee Relations• IT systems

Governance & Accountability • Service Delivery Improvement• Management Structures• Accountability• Ethics• Internal Audit• Risk Management• Delegations

Strategic Management• Strategic Planning• Programme Management • Monitoring & Evaluation

Financial Management• Supply Chain Management• Asset management • Revenue Management• Compensation to employees• Goods and Services• Transfer Payments• Liability Management

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Level Description

Level 1Non-compliance with legal/regulatory requirements

Level 2 Partial compliance with legal/regulatory requirements

Level 3 Full compliance with legal/regulatory requirements

Level 4 Full compliance and doing things smartly

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Assessment descriptors

2.1 Performance Area: Service Delivery ImprovementIndicator definition: Whether the department has an approved service delivery charter, standards and service delivery improvement plan and adheres to these to improve services.Question: Which set of statements best reflects the state of the department’s service delivery improvement mechanisms?Statement Evidence Performance

levelDepartment does not have a service charter and service standards.

None required Level 1

Department has a service charter and service standards.

Service charter and Service standards

Level 2

Department has a service charter, service standards and SDIP.

Department displays its service charter.

Service charter, service standards and SDIP

Display of service charter

Level 3

All above in Level 3 plus:

Department regularly monitors compliance to service delivery standards and reports on this are considered by top management and used to inform the SDIP.

Progress reports against the SDIP are regularly considered by top management.

All above in Level 3 plus: Minutes of top

management meetings Progress reports and

monitoring reports Stakeholders’ feedback

Level 4

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2011/2012 results

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Number of departments submitted self-assessments

Number of departments that did not submit self-assessments

National Departments 30 12

Eastern Cape 5 8

Free State 11 2

Gauteng 6 8

KwaZulu-Natal 0 15

Limpopo 12 0

Mpumalanga 11 1

Northern Cape 12 0

North West 3 9

Western Cape 13 0

TOTAL 103 55


• June 2012 results of 2011/12 self-assessments for 103 national and provincial departments (65% of 158 departments) presented to Cabinet

• Report and results for national departments on DPME website• Departments expected to implement improvement plans• All departments should participate in 2012/13 – look for improvements against

2011/12 results• In future will focus on moderated scores• Linking results of MPAT to assessments of HoD’s and stronger role for Presidency

and Office of Premiers in HoD assessments• DPME finalising case studies of good practice (level 4) for dissemination

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Way forward with MPAT


Other indicators of institutional performance

• DPME is providing FOSAD with bi-monthly reports of a range of indicators related to areas of management

• Aim is to increase DG’s focus on addressing these issues

Examples of areas of progress• Reducing turnaround times

‒ DoHA - Temporary residence permits (40% in 8 weeks – 2010; 67% in 6 weeks in May 2012)

‒ SASSA – Grant applications (30 days in 2010; 9 days in May 2012)‒ SAPS – Reaction times for crimes in progress (22.14 minutes in 2012; 16.51 minutes in

May 2012)• Presidential hotline resolution rate (39% in 2009; 84% in May 2012)• Average time taken to fill a funded vacancy in the public service has reduced from 9 months in

2009/2010 to 4.7 months in 2011/12• Submission of SMS financial disclosure forms to PSC improved from 67% in 2011 to 72%

in 2012 - but according to MPAT assessments, only 8 out of 103 departments are undertaking a risk assessment of disclosures

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Examples of challenges• Service Delivery Improvement Plans

‒ By 25 June 2012, only 12% of departments including provinces had submitted their SDIPs for the 2012-15 cycle (9.1% for national and 13% for provincial departments) - the stipulated deadline was 31 March 2012

‒ MPAT results shows that top management of only 2 out of 103 departments indicated that they are monitoring implementation of their SDIPs

• Payment of suppliers within 30 days ‒ National Treasury issued instruction note for submission of exception reports in

November 2011, actively monitoring since February 2012‒ Only 28 out of 39 national departments and 8 provinces (Mpumalanga submitted late,

figures not included) submitted exception reports in May 2012:o 53 100 invoices were not paid within 30 days, to a value of R2 billiono Average value of unpaid invoice was therefore R38 000 (small business affected)o Most reasons for delays in payment are related to weak internal management

processes within departments

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Other indicators of institutional performance..continued


Examples of challenges continued…• Feedback rate from departments to NACH only 42% in April 2012• Debt owed by national and provincial departments to municipalities increased

from R2.9 billion in June 2010 to R3.5 billion in March 2012 (National Treasury section 71 reports)

• Recent report by DoH on audit of health facilities against quality standards:‒ 69% of health facilities met standards for waiting times ‒ 26% met standards for cleanliness‒ 45% met standards for availability of medicines and supplies and ‒ 34% met standards for improved patient safety

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Other indicators of institutional performance..continued

Front Line Service Delivery

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SERVICE DELIVERY OUTPUT AND IMPACT VERIFICATION

• All service delivery departments should carry out on-site verification of the outputs and impacts of their polices and programmes

• All M&E systems should include a component of collecting data from users to assess the intended impact

• But this is not yet the case in many service delivery departments in SA

• To tackle this problem, DPME developed a programme of unannounced monitoring visits to frontline service delivery sites – to demonstrate the value of on-site monitoring and to demonstrate to departments how daily collection of information at site level can be used to institute corrective actions to improve service delivery

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UNANNOUNCED VISITS BY OFFICIALS TO SERVICE DELIVERY POINTS

• Frontline Service Delivery Monitoring (FSDM) programme is a joint DPME-Presidency and Offices of the Premier programme

• Unannounced site visits to monitor quality of service delivery at selected service sites and use the information collected to work with sector departments to catalyse improvements

• Interviews are conducted with citizens and staff and the findings are produced in the form of a score card for each facility monitored

• Findings are presented to relevant sector departments and Cabinet at least once a year

• DPME works with the relevant departments to ensure that corrective actions are taken where the results are found to be poor

• DPME develops case studies of good practice – e.g. Home Affairs

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UNANNOUNCED VISITS BY OFFICIALS TO SERVICE DELIVERY POINTS…continued

• Monitoring SASSA, Home Affairs, Drivers Licence Testing Centres, Hospitals & Clinics, Schools, Courts, Police Stations, Municipal Customer Care Centres

• Covering:– Location & accessibility – Opening and closing times – Visibility & signage – Queue management & waiting times – Dignified treatment – Cleanliness and comfort – Safety – Complaints & compliments management

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Example of the score cards produced: Home Affairs

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FINDINGS OF 2011/12 VISITS TO 122 SITES

1. Generally acceptable levels of access 2. Generally acceptable levels of safety3. Generally acceptable adherence to opening and closing times4. Generally acceptable levels of visibility of service sites but internal signage to

indicate to users exactly where they should go for the service they require is often lacking

5. Long waiting times are common and there is very little evidence of active queue management, inappropriately trained security guards are often deployed as queue managers

6. General lack of a visible presence of managers at the front-line7. Complaints and compliments systems are usually under-utilised8. Significantly below acceptable standards for cleanliness and comfort, with wide-

spread severe neglect of facilities management and basic maintenance

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KEY COMMON CHALLENGES

1. Weak operations management • Lack of standardisation of operational processes in front and back offices of

service sites• Lack of business process engineering to optimise efficiency and effectiveness

2. Management not taking action to address weaknesses - monitoring for compliance purposes rather than improvement purposes

3. Lack of mechanisms to obtain feedback from users - service sites rarely obtaining feedback from user community regarding how citizens are experiencing the service

4. Unclear responsibility and accountability for facilities management • Office managers generally do not take responsibility for the cleanliness and

upkeep of their service delivery sites • Poor lease contract management

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• 10 and 15 year reviews identified implementation of policies as key challenge– Mid-Term Review confirms this is still the case

• Many of the implementation challenges relate to weaknesses with generic management functions (e.g. financial management, supply chain management and procurement, human resource management, planning, monitoring, facilities management) which is leading to poor service delivery, e.g. – Textbook delivery problems in some provinces– Shortages of ARVs in some provinces– Under-expenditure on municipal capex, lack of maintenance of basic services, and missing

targets for basic services– Appointment of unqualified people in key municipal positions, leading to poor municipal

service delivery– Undermining of small business development policy through non-payment of suppliers

within 30 days – Poor condition of some front-line service delivery sites

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Overall conclusions


• National departments responsible for concurrent functions need to:– Put in place more comprehensive appropriate minimum norms and standards

for the quality of provincial or local delivery of services– Monitor these regularly, and provide support or take corrective action in terms

of relevant constitutional and legislative provisions where necessary – Monitoring, Support and Intervention Bill needs to be finalised urgently

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Overall conclusions.. continued


Ke ya lebogaKe a leboha

Ke a lebogaNgiyabonga

NdiyabulelaNgiyathokoza

NgiyabongaInkomu

Ndi khou livhuhaDankie

Thank you

Presentation to Portfolio Committee on Public Service and Administration 12 September 2012 The...

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Transcript of Presentation to Portfolio Committee on Public Service and Administration 12 September 2012 The...