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The Presidency Department of Planning Monitoring and Evaluation

The Presidency Department of Planning Monitoring and Evaluation. MANAGEMENT PERFORMANCE ASSESSMENT TOOL (MPAT) MPAT 2013 (1.3) RESULTS. Why assess management practices?. Capable and developmental state is prerequisite to achieving NDP objectives

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The Presidency Department of Planning Monitoring and Evaluation

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  1. The Presidency Department of Planning Monitoring and Evaluation MANAGEMENT PERFORMANCE ASSESSMENT TOOL (MPAT) MPAT 2013 (1.3) RESULTS

  2. Why assess management practices? • Capable and developmental state is prerequisite to achieving NDP objectives • Weak administration is a recurring theme and is leading to poor service delivery, e.g. • Shortages of ARVs in some provinces • Non-payment of suppliers within 30 days • MPAT measures whether things are being done right or better • Departments must also be assessed against the outcomes and their strategic and annual plans to determine if they are doing the right things

  3. Background • DPME, together with the Offices of the Premier and transversal policy departments have since 2011 been assessing the quality of management practices • Noted improvements are evident from the 2012 results across most departments - In some areas of management however there has not been significant improvement • DPME has documented good practices since 2011 to assist departments to improve their management practices

  4. The Concept of MPAT

  5. The assessment process Self-assessment and validation External moderation and feedback Improve and monitor Senior management agreed score DPME/OTP feedback to department Department improvement plan Internal Audit certify process and check evidence Department monitors External Moderation HOD sign off Department prepares for next round Have we improved from baseline?

  6. PERFORMANCE LEVEL DESCRIPTIONS

  7. MPAT measures 31 standards in 4 KPAs, eg: SECRET

  8. MPAT 2013 (1.3) RESULTS • Analysis is based on state of management practice at the close of self-assessment period 31 September 2013 • Peer moderation 18 – 22 November • Moderated feedback to all departments February 2014 • Engagement sessions held with all department during March 2014 • Challenge window closed 31 March 2014 • Final scores sent to departments May 2014 • MPAT 2013 report were presented to: • Cabinet in July 2014 • All Clusters • MPAT 2013 report was presented to cabinet and published in the DPME website

  9. MPAT Annual Cycle

  10. MPAT Result

  11. Analysis against external criteria

  12. Analysis against external criteria • Statistical analysis of results, together with data on certain external criteria, indicated that: • HR-related standards are particularly important for achieving results in terms of the Auditor-General’s indicator of meeting more than 80% of performance targets in the APP • Senior Management Service (SMS) stability (the proportion of DGs and DDGs in office for more than three years) correlated frequently with a range of MPAT standards

  13. Lessons from Data Analysis • Statistical analysis of results, together with data on certain external criteria, indicated that: • No clear indication that Strategic Planning and HR Management are related • Senior Management Service (SMS) stability (the proportion of DGs and DDGs in office for more than three years) correlated frequently across a range of MPAT standards

  14. Lessons from Data Analysis • The following standards correlate most with department achieving the APP targets as measured by the Auditor General • Planning and monitoring under Strategy • Integrity and risk management under Governance • Good organisational design and planning under HR, plus administrative-level performance management • Control of unauthorised expenditure under Finance

  15. Case Studies

  16. MPAT 2013 CASE STUDIES

  17. Lessons from Case Studies • National departments still do not comply with DPSA requirements for SDIP compliance – DHA only level 1 despite intense interventions to improve service delivery • Northern Cape Social Development made effective use of DPSA Guide and Toolkit in Organisational Design this ensured that the department was positioned to implement its War on Poverty Programme – Foetal alcohol syndrome reduced by 30% in De Aar

  18. Lessons from Case Studies • Effective monitoring and tracking of disciplinary cases by Department of Mineral Resources ensures management run disciplinary processes and that all disciplinary cases are resolved within 90 days • Northern Cape Social Development through leadership commitment not only implemented effective decentralised delegations but managed to pay suppliers within 5 days

  19. Key Lessons from analysis of data and good practice Management Practises

  20. Ke ya leboga Ke a leboha Ke a leboga Ngiyabonga Ndiyabulela Ngiyathokoza Ngiyabonga Inkomu Ndi khou livhuha Dankie Thank you

  21. Additional Slides

  22. 2014 Self-assessment was not approved by the DG

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