potential use of monitoring and evaluation information for oversight the presidency department of...
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POTENTIAL USE OF MONITORING AND EVALUATION INFORMATION FOR
OVERSIGHT
The Presidency The Presidency Department of Planning, Monitoring and EvaluationDepartment of Planning, Monitoring and Evaluation
(DPME)(DPME)
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Presented by: Mr Stanley Ntakumba, DPME
Date: 26 August 2014
Briefing of the Portfolio Committee on Sport and Recreation in Parliament
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
APPROACH TO THE PRESENTATION
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What we useto do the work
What wedo
(processes)
What we produce (delivery)
Who benefits(Target groups)
REACHINPUTS ACTIVITIES OUTPUTS OUTCOMES
What outcomes & impact we wish to
achieve
WHAT & HOW? WHO? WHY?
Performance IndicatorsPerformance Indicators
IMPACT
Understanding performance monitoring Monitoring involves “collecting, analysing, and reporting data on inputs, activities,
outputs, outcomes and impacts as well as external factors, in a way that supports effective management.”
By monitoring we track progress being made in implementation for purposes of performance measurement, accountability and learning in order to ensure continuous improvement in service delivery
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Outcomes System on Monitoring Priorities of Government/NDP
Planning and monitoring of the implementation of government priorities since 2009
Medium-Term Strategic Framework is a 5-year plan of the administration against which the implementation of the National Development Plan will be monitored
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• MTSF indicators• Quarterly reports to
Cabinet• Publication on the
Programme of Action (POA) website
• Alignment between MTSF indicators and departmental plans
• Production of Strategic Plans and Annual Performance Plans
• Quarterly reporting
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
The 14 Priority Outcomes of Government
1. Quality basic education (Chapter 9 of the NDP)2. A long and healthy life for all (Chapter 10)3. All people in South Africa are and feel safe (Chapters 12 and 14)4. Decent employment through inclusive economic growth (Chapter 3)5. Skilled and capable workforce to support an inclusive growth path (Chapter 9)6. An efficient, competitive and responsive economic infrastructure network (Chapter
4)7. Vibrant, equitable, sustainable rural communities contributing to food security for all
(Chapter 6)8. Sustainable human settlements and improved quality of household life (Chapter 8)9. Responsive, accountable, effective and efficient local government system (Chapter
13)10. Protect and enhance our environmental assets and natural resources (Chapter 5)11. Create a better South Africa, a better Africa and a better world (Chapter 7)12. An efficient, effective and development oriented public service (Chapter 13)13. Social protection (Chapter 11)14. Nation building and social cohesion (Chapter 15) [Relevant to Sport and Recreation]
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
What does the NDP say about sport?
NDP Chapter: Transforming Society and Uniting the Country“Sport teaches discipline, is an integral part of a healthy lifestyle and enables South Africans to share common space. Unfortunately, instead of sharing common spaces, and developing common loyalties and values through sport, South African and South African sport were systematically segregated and underdeveloped under apartheid. The transformation vision for sports in 2030 is that:
Participation in each sporting code begins to approximate the demographics of the country. South Africa’s sporting results are expected of a middle-income country with a population of about
50 million and historical excellence in number of sporting codes.
For the vision to be realised, schools sport must be adequately resourced. The government must ensure that there are adequate facilities for the majority of the population to play sport and that these are adequately maintained. This does not need expensive buildings, but recreational environments with basic facilities that can function as community hubs.
Communities should organise sporting events, leagues, championships and generally look after the sports facilities once they are installed or developed. Corporate investments in grassroots sport should be encouraged.” (National Development Plan page 473)
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
MTSF Outcome 14 (Nation building and social cohesion)
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ACTIONS MINISTRY INDICATORS TARGETS
Increase the access of South African citizens to sport and recreation activities
Sport and Recreation Increase in the number of citizens accessing sport and recreation activities.
6 400 schools, hubs and clubs provided with equipment and attire as per the established norms and standards per year up to 2018/19
10% increase in the number of citizens accessing sport and recreation activities by 2018/19
Provide mass participationopportunities
Basic Education Mass Participation Sport events inclusive of social cohesion programme
10 mass participation events held/year up to 2018/19
Sport and Recreation Number of participants in mass participation events
Over 3 million participants in provincial mass participation programmes/year by 2018/19
Sport and Recreation Number of sport and recreation promotion campaigns implemented
6 sport and recreation promotion campaigns/year up to 2018/19
Advocate transformationand in sports and recreation
Sport and Recreation Percentage of selected National Federations achieving their transformation target
80% of the selected national sports federations reaching their transformation targets of 2018/19
Number of sport and recreation bodies who meet their transformation targets and thus make themselves eligible to receiving financial and non-financial support
60 the Number of sport and recreation bodies who meet their transformation targets and thus make themselves eligible to receiving financial and non- financial support annually up to 2018/19
Provide adequate sport and recreation facilitiesand ensure that these are maintained
COGTA % increase in Sport and recreation facilities built or maintained at ward level
20% increase in Sport and recreation facilities built or maintained at ward level by 2015/16
And more other indicators
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Monitoring of the Departmental Management Practices
Link between achievement of outcomes and good management practices Weak administration is a recurring theme in the NDP and is seen as leading to poor service
delivery, e.g. Poor human resource management practices Poor financial management (e.g. non-payment of suppliers within 30 days)
The Management Performance Assessment Tool (MPAT) uses a progression model to assess performance against key policy standards in all national and provincial departments:
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Level Description
Level 1 Non-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
Departments must also be assessed against the MTSF Outcomes and their Strategic and Annual Performance Plans to determine if they are achieving their targets
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Summary of published MPAT results
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Local Government Management Improvement Model (LGMIM)
Considers and focuses on the managerial practices of a municipality. That is determine what the organisation does and how it approaches its tasks to achieve the desired results
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Management practices
Workplace capabilities
Quality of service delivery &
productivity
Quality of service delivery &
productivity
Supportive and empowering environment for municipal leadership to improve management and workplace capabilities
Will be the basis for focused support, monitoring and intervention role of provinces
LGMIM measures: (1) Integrated Development Planning, (2) Human Resource management, (3) Financial management, (4) Service Delivery, (4) Community engagement, Governance
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Frontline Service Delivery Monitoring
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
COMMUNICATION
1.Book produced “Four years of the Presidential Hotline”
2.Video produced: field-captured stories from citizens who have used the Hotline
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The Presidential Hotline
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
The National Evaluation System
Strategic – so focus on limited number of evaluations in National Evaluation Plan (10-15 per year)
Focus on programmes/policies/plans Each evaluation in NEP partnership between custodian department and DPME
– joint fund, supported by Evaluation Director from DPME Evaluation capacity in government very limited – hence guidelines, training but
most important is learning-by-doing Cross-government Evaluation Technical Working Group to support the system Building demand – emphasising learning, reports to Cabinet, working with
Parliament, publicising reports, training for DGs/DDGs in use of evidence Evaluation Repository – audit of evaluations since 2006, plus new - 101
evaluations on the website
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Impact evaluation Has the intervention had impact at outcome and impact level, and why
DESIGNDESIGN
Design evaluationDoes the theory of
change seem strong?
Economic EvaluationWhat are the cost-benefits?
Diagnostic what is the underlying situation and root causes of the problem
Implementation evaluation
- what is happening and
why
Different types of evaluations related to questions around the outcome model
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Development Indicators
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A focus on measuring the impact of government policies The 2012 edition contains 85 indicators grouped in 10 themes
1. Economy2. Employment3. Poverty & inequality 4. Household & community
assets5. Health6. Education7. Social cohesion8. Safety & security 9. International relations 10. Good governance
Data is sourced from government administrative databases, official statistics (StatsSA), and research done by local and international institutions.
Quality assurance done with the sources, and many datasets rejected if there are significant quality concerns.
Extensive disaggregated data available on DPME website covering provinces, gender, sectors, etc
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Development Indicators
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2010 FIFA World Cup
What we useto do the work
What wedo
(processes)
What we produce (delivery)
Who benefits(Target groups)
REACHINPUTS ACTIVITIES OUTPUTS OUTCOMES
What outcomes & impact we wish to
achieve
WHAT & HOW? WHO? WHY?
Evaluations done across the entire value chain from design to impact of public policies, Evaluations done across the entire value chain from design to impact of public policies, programmes, institutions and projectsprogrammes, institutions and projects
IMPACT
Putting it all together in the results chain
Various plans, MPAT and
LGMIM on HR and finance indicators
Various plans, MPAT and
LGMIM on HR and finance indicators
MPAT LGMIM
Operations Management
MPAT LGMIM
Operations Management
POA system &
APP quarterly reporting
POA system &
APP quarterly reporting
Presidential Hotline
Citizen-Based Monitoring
Frontline Service Delivery
Presidential Hotline
Citizen-Based Monitoring
Frontline Service Delivery
MTSF impact indicators
Development Indicators
POA system Development
Indicators APP reporting
POA system Development
Indicators APP reporting
The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Conclusion Monitoring and evaluation practices focusing on the whole value chain: impacts,
outcomes, reach, outputs, activities, inputs – and key to ensure that managers do M&E themselves
Data and reports on all of the DPME programmes can be presented to the Parliamentary Committees on request, preferably jointly with the relevant national departments
All information is published on the DPME website after approval by Cabinet New programmes being piloted such as:
Operations Management Operation Phakisa (Big Fast Results Laboratory)
Important to consider many sources of information such as Stats SA, research institutions, and international databases, as done for the Development Indicators
Evaluation is potentially a critical tool for Parliament to ask deeper questions about how and why things are the way they are. Parliament could also request that departments propose topics for the National Evaluation Plan on key strategic programmes of interest.
DPME organising a session in partnership with the Capacity Building Unit in the Office of the Speaker of the National Assembly to share more detailed content about its work and how it can be used by Honourable MPs, as done in October 2013.
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The Presidency: Department of Planning, Monitoring and EvaluationThe Presidency: Department of Planning, Monitoring and Evaluation
Ke ya leboga Ke a lebohaKe a leboga Ngiyabonga Ndiyabulela
Ngiyathokoza NgiyabongaInkomu Ndi khou livhuha Thank you
Dankie
Go to http://www.thepresidency-dpme.gov.za/Pages/default.aspx for DPME documents