The Presidency Department of Planning Monitoring and Evaluation

1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON INTERNATIONAL RELATIONS AND COOPERATIONDepartment of International Relations and Cooperation (DIRCO) MPAT 1.4 Results13 October 2015 The Presidency Department of Planning Monitoring and Evaluation

2. Content • Brief background • MPAT Theory of Change • DIRCO MPAT 1.4 results • Main findings • Recommendations

3. Brief background • The Management Performance Assessment Tool (MPAT) is one of the initiatives introduced (2010) that aim to give impetus to the entrenchment of monitoring and evaluation practices, with a specific focus on the monitoring of management practices within organisations • The conceptualisation of MPAT was through collaborative effort from NT, DPSA, AG, OtPs and the OPSC • The MPAT assessment process is designed to build internal monitoring and self-evaluation capacity. • 100 per cent participation in the last 3 years – dept are seeing the value of MPAT, with 96% DG sign off in the MPAT 2014

4. Brief background continues • MPAT focuses on management practice in four key performance areas: KPA 1: Strategic Management (SM) KPA 2: Governance and Accountability (G&A) KPA 3: Human Resource Management (HRM) KPA 4: Financial Management (FM) • Monitors compliance with key prescripts namely PSA, PFMA, Protected Disclosures Act, PAIA, etc. • The systematic implementation of MPAT leads to a growing understanding of the ways in which management practices contribute to and enhance performance and service delivery in the Public Service.

5. MPAT 2014 (1.4) RESULTS • Analysis is based on the state of management practice at the close of self-assessment period 10 October 2014 • Peer moderation 3-7 November 2014 • Moderated feedback to all departments- 12 December 2014 • Engagement sessions held with all departments during February/March 2015 • Challenge period closed March 2015 • Final scores sent to departments May 2015 • MPAT 2014 report to be presented to Cabinet – will be published thereafter

6. MPAT Theory of Change Critical Review of Standards Improved Sectoral & Government Performance Develop system assessing progression in management capability, against explicit integrated standards A better life for all Comparison across departments to understand state of government management practices Facilitated horizontal learning across departments Departments are supported and real learning takes place Self-assessment by each department against management standards Accurate assessment & diagnostic of management practices Appropriate Improvement Plan Improved Management Practice Improved Management Performance Improved Departmental Performance Monitor & evaluate these relationships Review Public Management Policies and Requirements Activities Outputs Outcomes Impact

7. Department of International Relations and Cooperation MPAT 1.4 Scores

10. Main Findings Reasons for downgraded scores during MPAT 1.4 Absence of evidence: • Audit Committee- no evidence of assessment of Audit committee by stakeholders and evidence of Audit committee reviews on management responses to audit issues and reporting thereof • Management of disciplinary cases- evidence of disciplinary cases captured on PERSAL not provided • Payment of suppliers- no proof that delays on payment of suppliers are investigated • Human Resource Development Planning: No proof of submission of the HRD Monitoring Tool on implementation.

11. Main Findings continues Incorrect/insufficient evidence provided: • Professional ethics: Evidence from secondary data indicated that 21 SMS members disclosures were outstanding. • Organisational Design and Implementation: The evidence document provided did not address all the required areas.

12. Recommendations • Departments to develop improvement plans • Consideration of the review of certain policies