the presidency department of performance monitoring and evaluation

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

Presentation to Portfolio Committee onEnergy

Management Performance Assessment Results 2011/12

Department of Energy (DoE)

17 October 2012

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

June 2011 Cabinet approval for annual assessments of management performance of national and provincial departments using MPAT tool

Effective and efficient translation of inputs into outputs through good management practices important for improving service delivery

10 and 15 year reviews identified implementation capacity as key challenge

Develop a culture of continuous improvement and sharing of good practice

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BackgroundBackground


How?How?

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 national departments, OoP facilitates provincial departments

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The Presidency: Department of Performance Monitoring and EvaluationThe Presidency: Department of Performance Monitoring and Evaluation 44

Self-assessment;

validation

External moderation

and feedbackImprove and

monitor

Senior management agree score

Internal Audit certify 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?


ModerationModeration 2011/12 assessment results for national departments have been

published on the DPME website Results of the 2011/12 reflect the self-assessment only DPME only started MPAT assessments in 2011/12 and tested the

moderation process in that year For the 2012/13 assessments DPME will ensure detailed peer

moderation of self-assessments, and will publish the moderated results

However, self-assessment results for 2011/12 are still useful because management were generally frank in assessing themselves and because the results provide a picture of management’s own view of its performance and how it needs to improve

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MPAT Compliance ratingsMPAT Compliance ratings

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1.3 Performance Area: Monitoring and Evaluation

1.3.1 Indicator name: Use of monitoring and evaluation outputs

Indicator definition: Extent to which the department uses monitoring and evaluation information.

Secondary Data: AGSA findings on pre determined objectives – Reported information not reliable.

Question: Which set of statements best reflects the department’s use of M&E outputs?

Statement Evidence Performance level

Department does not have an M&E Policy/Framework or does not have capacity to generate information.

Not required Level 1

Monitoring reports are available but are not used regularly by top management and programme managers to track progress and inform improvement.

Quarterly monitoring reports

Minutes of top management meetings or programme meetings to assess use of reports

Level 2

Monitoring reports are regularly used by top management and programme managers to track progress and inform improvement.

Quarterly monitoring reports

Minutes of top management meetings or programme meetings to assess use of reports

Level 3

All above in Level 3 plus:

Evaluations of major programmes are conducted periodically and the results are used to inform changes to programme plans, business processes, APP and strategic plan.

All above in Level 3 plus: Evaluation Reports Changes to programmes

and plans

Level 4


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


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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4.1 Performance Area: Supply Chain Management4.1.2 Indicator name: Acquisition management Indicator definition: Effective and efficient management of entire acquisitions process from initial decision on how to approach the market, to evaluating supplier performance of the contract.Question: Which set of statements best reflects the department’s approach to acquisition management? Statement Evidence Performance

levelDepartment does not have a supplier database in place which meets NT minimum requirements.

None required Level 1

Department has a supplier database in place which meets NT minimum requirements.

Supplier database Level 2

Department has a supplier database in place and periodically updates it.

Department pays suppliers within 30 days after receipt of a legitimate invoice.

Suppliers’ performances are updated on the supplier database and information used in future acquisitions.

Implementation plan Supplier database Percentage of Suppliers paid

within 30 days BAS report

Level 3


Department has a sourcing strategy which reflects assessment of the different procurement methodology options for various categories of spend of the department with a view to choosing the most effective and efficient option for each category.

Management monitors payment times and addresses non-compliance with requirement to pay within 30 days.

Proper Bid Committee Administration in place.

Managers monitor performance of suppliers against the contracts and take remedial actions where necessary.

All above in Level 3 plus: Updated supplier database Supplier usage report Procurement spend reports Supplier performance review

report Bid Committee appointment

letters, signed Codes of Conduct, Bid administration document

Contract management meetings Minutes of management

meetings monitoring 30 day payments

Correspondence with suppliers during contracts

Level 4


MPAT Self-Assessment 2011: DoEMPAT Self-Assessment 2011: DoE3.0 2.7

Performance Area

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1.1.1 Strategic planning alignment N 3 2.9 1.1.2 Annual Performance Plans N 3 2.8

1.2 Programme Management 3.0 2.8 1.2.1 Programme Management Alignment N 3 2.8 1.3 Monitoring and Evaluation 3.0 2.6 1.3.1 Use of monitoring and evaluation outputs N 3 2.6

2.9 2.8 Performance Area

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2.1 Service Delivery Improvement 1.0 1.8 2.1.1 Service delivery charter, standards and SDIP N 1 1.8 2.2 Management Structures 3.0 2.9 2.2.1 Functionality of management structures N 3 2.9

2.3.1 Annual reporting N 4 3.6 2.3.2 Functioning of Audit Committee N 4 3.5 2.4.1 Systems and policies to ensure professional ethics N 3 2.4 2.4.2 Fraud prevention N 3 2.5

2.5 Internal audit 3.0 3.2 2.5.1 Assessment of internal audit arrangements N 3 2.5 2.6 Risk management 3.0 2.8 2.6.1 Assessment of risk management arrangements N 3 2.8

2.7.1 Delegations in terms of PSA N 3 2.9 2.7.2 Delegations in terms of PFMA N 3 3.0

2.7 Delegations 3.0 2.9

2.3 Accountability 4.0 3.7

2.4 Ethics 3.0 2.5

2. Governance and Accountability

1.1 Strategic Planning 3.0 2.8

1. Strategic Management


MPAT Self-Assessment 2011: DoE …/2MPAT Self-Assessment 2011: DoE …/22.4 2.4

Performance Area

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3.1.1 HR planning N 1 2.7 3.1.2 Organisational design Y 3 2.6 3.1.3 Assessment of Human Resources Development N 3 3.0 3.2.1 Assessment of personnel administration systems N 3 2.7 3.2.2 Application of recruitment practices N 3 2.6 3.2.3 Staff retention N 1 2.1 3.2.4 Management of diversity N 1 2.2 3.3.1 Implementation of level 1-12 PMDS N 4 3.0 3.3.2 Implementation of SMS PMDS (exc HOD) Y 3 2.3 3.3.3 Implementation of SMS PMDS for HOD Y 2 2.4 3.4.1 Functional departmental bargaining chamber N 4 2.9 3.4.2 Management of disciplinary cases Y 3 2.3

3.5 IT Systems 1.0 1.6 3.5.1 IT Governance Framework N 1 1.6

2.0 2.8 Performance Area

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4.1.1 Demand management N 2 2.6 4.1.2 Acquisition management N 1 2.7 4.1.3 Logistics management N 3 2.9 4.1.4 Disposal management N 2 2.7

3.4 Employee Relations 3.5 2.6

4.1 Supply Chain Management 2.0 2.8

4. Financial Management

3.2 HR Practices & Administration 2.0 2.4

3.3 Management of Performance 3.0 2.6

3.1 Human Resource Strategy and Planning

2.3 2.8

3. Human Resource and Systems Management


Summary of DoE Self-Assessment resultsSummary of DoE Self-Assessment results DoE experienced significant compliance challenges (level 1 or 2) in

the standards relating to: Service delivery improvement

Service delivery charter, standards and SDIP Human resource management

HR planning Staff retention Management of diversity Implementation of SMS PMDS for HoD

Supply chain management IT governance framework SCM demand management SCM disposal management

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Summary of DoE Self-Assessment results …/2Summary of DoE Self-Assessment results …/2 The department is compliant with frameworks (level 3) but needs to do more to be

working smartly in the following areas: Planning

Strategic planning alignment Annual performance plans

Programme Management Monitoring and Evaluation Governance and accountability

Functioning of management structures Systems and policies to ensure professional ethics Fraud prevention Internal Audit arrangements Risk Management arrangements Delegations in terms of PSA and PFMA

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Summary of DoE Self-Assessment results …/3Summary of DoE Self-Assessment results …/3

Compliant with frameworks (level 3) but needs to do more to be working smartly continued…

Human resource management Organisational design Personnel administration systems Application of recruitment practices Implementation of SMS PMDS Management of disciplinary cases

Supply chain management Logistics management

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Summary of DoE Self-Assessment results …/4Summary of DoE Self-Assessment results …/4

The department rated itself as working smartly (level 4) in the following areas Annual reporting Functioning of the audit committee Implementation of level 1-12 PMDS Functionality of departmental bargaining chamber

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Future MPAT AssessmentsFuture MPAT Assessments DPME is in the process of implementing the second round of MPAT

As part of this process, the DoE plans to conduct its next self assessment during October 2012

DPME are available to present the findings of the 2012/13 assessment from February 2013

These assessments will be repeated annually with a view to track improvements

From the 2013/14 financial year onwards, MPAT results will be taken into account in the performance assessment of individual HoDs

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Improving management performanceImproving management performance In most management areas some departments have been able to

reach level 4 This means that it is possible for all departments to reach level 4

DPME has developed good practice case studies of level 4 performance in various management areas Case studies will be distributed to departments Focused workshops on the case studies will be held with departments Aim is to encourage departments to learn from each other

DPME working with DPSA and NT are offering support targeting specific departments to improve management practices

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Limitations of this processLimitations of this process

MPAT focuses on processes related to converting inputs into outputs It does not focus on assessing whether the right outputs are been produced to

achieved desired outcomes and impacts There is a risk that departments may be producing the wrong outputs very

efficiently and effectively

In viewing the overall performance of a department it is therefore also important to consider the achievement of outcomes and impacts DPME is doing this through monitoring of the 12 priority outcomes and related

delivery agreements Departments’ performance against targets for outcome and impact indicators in

their strategic plans and APPs should also be used to assess this

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Value add of this processValue add of this process

MPAT provides a single holistic picture of the state of a department rather then just focusing on for example financial management

Generally audits focus on compliance only, whereas MPAT focuses on getting managers to work more smartly

Getting all departments to level 4 will improve levels and quality of service delivery For example getting departments to procure smartly would result in better

service delivery by suppliers and contractors, and huge savings from reducing corruption and increasing value for money

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Value add… contValue add… cont

The process of getting top management as a whole to assess itself against a holistic set of good practice management standards and to agree on required improvements is the main value add of the MPAT assessment process Management practices in departments are generally weak because top

management has not paid sufficient attention to improving them For as long as administrative issues are in a bad state they should be viewed

as strategic and top management should pay attention to them By carrying out annual MPAT assessments the Presidency and the Offices of

the Premier are sending out a clear message that improving administration is a priority of government

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Ke ya lebogaKe a leboha

Ke a lebogaNgiyabonga

NdiyabulelaNgiyathokoza

NgiyabongaInkomu

Ndi khou livhuhaDankie

Thank you

the presidency department of performance monitoring and evaluation

Documents

service delivery standards

service standardslevel

management standards

public service commission

performance area

department of energy

national departments

management areasstandards