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Monitoring and evaluation in South Africa Examples from practice

Monitoring and evaluation in South Africa Examples from practice. Indran Naidoo Deputy-Director General: Office of the Public Service Commission. Outline. Thrust of presentation The basis laid Imperatives of democracy Imperatives of good governance The M&E question?

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Monitoring and evaluation in South Africa Examples from practice

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  1. Monitoring and evaluation in South AfricaExamples from practice Indran Naidoo Deputy-Director General: Office of the Public Service Commission

  2. Outline • Thrust of presentation • The basis laid • Imperatives of democracy • Imperatives of good governance • The M&E question? • Strategies to expand sphere of influence • Forces to promote effective governance • Receptiveness for M&E

  3. Establishing and sustaining networks • Basis for M&E in South Africa • Constructing a differentiated M&E programme • M&E outputs and outcomes • Strategies and methods • Focal M&E areas • Citizen engagement

  4. Parliament • Management of departments • Public servants • Other strategic partners • Questions

  5. Thrust of presentation • M&E in South Africa presents a good case study of the how the relationship between democracy and good governance can be strengthened. • It is fortuitous that the principles of democracy, good governance and M&E resonate and complement each other, and if the energies of each are harnessed, lend to a vibrant and engaged citizenry.

  6. The basis laid

  7. Imperatives of democracy

  8. Imperatives of good governance

  9. The M&E question? • M&E needs to have authority, be well-crafted and work in a manner that expands its sphere of influence so that it meets the expectations of: • Leadership and Management • Citizens • Reform and transformation initiatives

  10. The strategy to expand influence is two pronged

  11. Public Service as the vehicle for transformation • There is an acceptance that the Public Service will be pivotal for effecting socio-economic and political transformation and reversing the effects of Apartheid • This is captured in the notion of a developmental State (DS) – one that intervenes and is pro-poor. • The DS requires effective M&E, to reflect to it implementation reality, so that it can further intervene and adjust policies and programmes. • The focus has been on entrenching M&E into all aspects of public administration, to create a capacity for reflection and to bolster initiatives focused on accountability and transparency

  12. Forces to promote effective governance

  13. Receptiveness for M&E? • Appetite for M&E of government, to validate experience to promises (Citizen expectations) • Key legislation (PAIA and PAJA) means secrecy not tolerated, and management decisions can be questioned • Strong media uses M&E results for public discourse of how well government is performing • International assessments of country mean that M&E capacity must be developed to respond to: African Peer Review Mechanisms, Millennium Development Goals and other competitive and influential international ratings • AFREA and IDEAS presence in South Africa, rise of SAMEA, courses developed to train M&E practitioners

  14. Establishing and sustaining networks

  15. Afrea 2004

  16. Tunisia 2005

  17. South African M&E Association 2007

  18. Partnering with the PSCBC

  19. Supporting AAPSCOMS

  20. Beyond AAPSCOMS

  21. AFREA 2009

  22. Basis for M&E in South Africa • South Africa has a clear definition of good governance in its Constitution, referred to as the 9 values and principles for public administration • These relate to the promotion of: • professional ethics, • the efficient, economic and effective use of resources, • a development oriented public administration, • the provisions of services in an impartial, fair, equitable and unbiased way

  23. being accountable • Being transparent, • cultivating sound human resource practices and • promoting a representative public administration • Collectively these should translate into good governance

  24. Constructing a differentiated M&E programme

  25. M&E outputs and outcomes • Design systems to cover all 9 CVP – and use tools such as audits, assessments, evaluations, M&E reports, report cards, Hot-lines, performance information, talk shows, round-tables, enquiries.... • Introduced a “measurement consciousness” • Create pressure points for various role players to action

  26. Our question and response

  27. Strategies and methods • Selected areas identified for M&E, and the PSC designed systems for each – all adhering to sound M&E principles. • Cognisant that there is a need for differentiation, and maximised these opportunities through various partnerships • Recognise that also need to advocate for results to be acted upon, and specific approaches have been developed for this

  28. Focal M&E Areas

  29. Citizen engagement

  30. Citizen engagement – effects and possible impacts • Empowered to hold government to account (information and recourse to higher authority) • Information available in public domain for debate • Key and critical perspective that reinforces PUBLIC PARTICIPATION FAIR AND EQUITABLE SERVICES ACCOUNTABILITY TRANSPARENCY

  31. Service delivery barometers • Inspections, announced and unannounced, against Batho Pele standards, conducted at service delivery sites, followed by reports to decision-makers, public reports • Citizens forums, participatory methodologies, citizens engage with officials to find solutions (see SOPS 2008, pr 5, table 8) • Izimbizo, politicians meet citizens • Question: Challenges in qualitative methodologies, cost, time, expectations, follow-up

  32. Specific reports on the 8 Batho Pele (people first) principles • Surveys to rigorously assess understanding of principle, mechanisms, barriers, M&E with regards to: consultation, service standards, access, courtesy, information, openness and transparency, redress and value for money. • Methodology: compliance assessments, statistical, naming • Question: Assess the value for this type of assessment (See individual reports)

  33. Relevant approach

  34. Parliament

  35. Parliament - effects and outcomes • Performance information is publically available, multi-political party nature of committees and media presence ensures follow-up • Accountability entrenched from highest body, respect for PSC and its work

  36. Management of departments

  37. Principle 2: Standards 1. Expenditure 2. Service delivery Indicators 3. Achievement of Priority Outputs 4. An M&E system to monitor and evaluate programmes is operative 3.4 Less than 40% of the priority outputs have been met 1.1 Expenditure is as budgeted for 1.2 Material variances explained 3.1 80% of the priority outputs have been met 3.2 60% - 79% of the priority outputs have been met 3.3 40% - 59% of the priority outputs have been met 2.1 More than 50% of SDIs are measurable 2.2 Outputs, SDIs and targets are clearly linked with each other

  38. Figure 21: Principle 3 - Departments that scored 60% and higher during the 2007/08 research cycle % Score 0% 20% 40% 60% 80% 100% 120% ND Environmental Affairs and Tourism 100% 100% ND Public Service and Administration EC - Transport and Roads 100% 100% NC - Agriculture and Land Reform NW - Sport, Arts & Culture 100% 100% WC - Health Departments KZN - Transport 90% 80% ND Transport Mpu - Culture, Sport & Recreation 80% 80% NC - Tourism, Environment & Conservation NW - Public Works 80% 80% WC - Transport and Public Works ND Sport and Recreation 60% 60% FS - Public Works, Roads and Transport Gaut - Agriculture, Conservation & Environment 60% 60% Limp - Education

  39. League tables

  40. Management of departments – possible effects • Accountability function coupled with support (learning), work in partnership to implement systems, seek to achieve consensus • Hope that externally imposed M&E leads to departments developing their own M&E capacity • Increase management understanding of M&E, use opportunities to flight other related work

  41. Public Servants

  42. Public servants – possible effects • Increased recognition that M&E is important, and a part of their jobs • Support democratic principles of debates, transparency and accountability

  43. Conclusions • It is important to support initiatives such as AFREA and IDEAS, which advance the course of M&E • Sharing of M&E experience between countries is the only way to improve capacity and thus make our evaluators more confident as they practice their craft. • Questions

  44. Other strategic partners

  45. Indran Naidoo • Office of the Public Service Commission • IndranN@opsc.gov.za • www.psc.gov.za

  46. THANK YOU!

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