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POTENTIAL USE OF MONITORING AND EVALUATION INFORMATION FOR OVERSIGHT

The Presidency Department of Planning, Monitoring and Evaluation (DPME). POTENTIAL USE OF MONITORING AND EVALUATION INFORMATION FOR OVERSIGHT. Briefing of the Portfolio Committee on Sport and Recreation in Parliament. Presented by: Mr Stanley Ntakumba, DPME Date: 26 August 2014.

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POTENTIAL USE OF MONITORING AND EVALUATION INFORMATION FOR OVERSIGHT

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  1. The Presidency Department of Planning, Monitoring and Evaluation (DPME) POTENTIAL USE OF MONITORING AND EVALUATION INFORMATION FOR OVERSIGHT Briefing of the Portfolio Committee on Sport and Recreation in Parliament Presented by: Mr Stanley Ntakumba, DPME Date: 26 August 2014

  2. APPROACH TO THE PRESENTATION

  3. IMPACT INPUTS ACTIVITIES OUTPUTS REACH OUTCOMES 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 WHY? WHAT & HOW? WHO? What we use to do the work What we do (processes) What we produce (delivery) Who benefits (Target groups) What outcomes & impact we wish to achieve Performance Indicators

  4. 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 • 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

  5. The 14 Priority Outcomes of Government • Quality basic education (Chapter 9 of the NDP) • A long and healthy life for all (Chapter 10) • All people in South Africa are and feel safe (Chapters 12 and 14) • Decent employment through inclusive economic growth (Chapter 3) • Skilled and capable workforce to support an inclusive growth path (Chapter 9) • An efficient, competitive and responsive economic infrastructure network (Chapter 4) • Vibrant, equitable, sustainable rural communities contributing to food security for all (Chapter 6) • Sustainable human settlements and improved quality of household life (Chapter 8) • Responsive, accountable, effective and efficient local government system (Chapter 13) • Protect and enhance our environmental assets and natural resources (Chapter 5) • Create a better South Africa, a better Africa and a better world (Chapter 7) • An efficient, effective and development oriented public service (Chapter 13) • Social protection (Chapter 11) • Nation building and social cohesion (Chapter 15) [Relevant to Sport and Recreation]

  6. 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)

  7. MTSF Outcome 14 (Nation building and social cohesion) And more other indicators

  8. 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: • Departments must also be assessed against the MTSF Outcomes and their Strategic and Annual Performance Plans to determine if they are achieving their targets

  9. Summary of published MPAT results

  10. Local Government Management Improvement Model (LGMIM) Management practices Workplace capabilities Quality of service delivery & productivity • 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 • 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

  11. Frontline Service Delivery Monitoring

  12. The Presidential Hotline COMMUNICATION • Book produced “Four years of the Presidential Hotline” • Video produced: field-captured stories from citizens who have used the Hotline

  13. 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

  14. Design evaluation Does the theory of change seem strong? Impact evaluation Has the intervention had impact at outcome and impact level, and why Different types of evaluations related to questions around the outcome model Implementation evaluation - what is happening and why Economic Evaluation What are the cost-benefits? DESIGN Diagnostic what is the underlying situation and root causes of the problem

  15. Development Indicators • A focus on measuring the impact of government policies • The 2012 edition contains 85 indicators grouped in 10 themes 1. Economy 2. Employment 3. Poverty & inequality 4. Household & community assets 5. Health 6. Education 7. Social cohesion 8. 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

  16. Development Indicators 2010 FIFA World Cup

  17. IMPACT INPUTS ACTIVITIES OUTPUTS REACH OUTCOMES Putting it all together in the results chain • POA system • Development Indicators • APP reporting • Various plans, • MPAT and LGMIM on HR and finance indicators • MPAT • LGMIM • Operations Management • POA system & • APP quarterly reporting • Presidential Hotline • Citizen-Based Monitoring • Frontline Service Delivery • MTSF impact indicators • Development Indicators WHY? WHAT & HOW? WHO? What we use to do the work What we do (processes) What we produce (delivery) Who benefits (Target groups) What outcomes & impact we wish to achieve Evaluations done across the entire value chain from design to impact of public policies, programmes, institutions and projects

  18. 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.

  19. KeyalebogaKea leboha Ke a lebogaNgiyabongaNdiyabulelaNgiyathokozaNgiyabongaInkomuNdikhoulivhuhaThank youDankie Go to http://www.thepresidency-dpme.gov.za/Pages/default.aspx for DPME documents

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