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Date of presentation: 23 April 2013

The Presidency Department of Performance Monitoring and Evaluation. Briefing to the Standing Committee on Appropriations on the Strategic Plan and Annual Performance Plan for the 2013/14 financial year. Date of presentation: 23 April 2013. Background.

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Date of presentation: 23 April 2013

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  1. The Presidency Department of Performance Monitoring and Evaluation Briefing to the Standing Committee on Appropriations on the Strategic Plan and Annual Performance Plan for the 2013/14 financial year Date of presentation: 23 April 2013

  2. Background • During 2010/2011, PME unit was part of the Presidency vote focusing on government-wide M&E frameworks and putting in place performance and delivery agreements related to the 12 priority outcomes • 2011/2012 was first year for DPME to have own budget, its focus widened to include monitoring of the implementation of the delivery agreements and the following additional initiatives: • Management Performance Assessments of national and provincial departments • National Evaluation Policy Framework, national and provincial evaluation plans, and evaluations • Front-line Service Delivery Monitoring Programme • The Presidential Hotline (transferred to DPME from The Presidency) • Citizen-based Monitoring

  3. Background continued.. • In April 2012, we submitted a revised Strategic Plan, which took into account the following: • Additional mandate of managing the Presidential Hotline • Place more emphasis and focus on evaluations (Cabinet approved a National Evaluation Policy Framework on 23 November 2011) • Effect improvements to the plan based on comments from Internal Auditors and the Auditor General on our previous plan (including refinements of our outputs, indicators and targets) • Reflect further clarification of our mandates • Guided by the revised Strategic Plan we developed the 2013/14 APP • There have been no further substantial changes to our mandates since April 2012, so we have not submitted a revised strategic plan in 2013

  4. Overview of DPME M&E of national priorities • Focus on outcomes and impacts of government work in priority areas • Plans for the 12 priority outcomes (delivery agreements) • Monitoring progress against the plans • Evaluating to inform improvements to programmes, policies, plans • Focus on quality of management practices in individual departments • Moderated self assessment • Drive a process of continuous improvement of management practices • Lead to improved government performance and service delivery Management performance M&E • Focus on monitoring of experience of citizens when obtaining services • Presidential hotline • Unannounced visits , request improvement plans • Citizen-based monitoring M&E of front-line service delivery Custodianship for M&E across government • Develop capacity of national and provincial departments and municipalities to carry out M&E themselves • Develop a management culture of continuous improvement based on M&E • Address problems with data quality and information management • National Evaluation System

  5. Main programmes • Programme 1: Administration • Provide strategic leadership and management as well as administrative support (Departmental Management, HR, Financial Management and IT services) • Programme 2: Outcomes monitoring and evaluation (OME) • Co-ordination and management of the outcomes orientated performance monitoring and evaluation system • Programme 3: M&E Systems Coordination and Support • Creation of policy platform for the GWM&E system, ME capacity building, provision of data support to the department and clients • Programme 4: Public Sector Oversight (PSO) • Performance monitoring of individual institutions , FSD, Management of the Hotline and CBM

  6. Programme Priorities 2013/14 6

  7. Key priorities 2013/14: Programme 1

  8. Key priorities 2013/14: Programme 2

  9. Key priorities 2013/14: Programme 2 continued…..

  10. Key priorities 2013/14: Programme 3

  11. Key priorities 2013/14: Programme 4

  12. Key priorities 2013/14: Programme 4 cont.…

  13. Resources overview 13

  14. MTEF Budget Allocation • The Department requested an increased budget, particularly to increase its capacity to monitor municipalities • However, in the context of a rising budget deficit and the on-going global economic problems, Cabinet decided in 2012 that, with a few exceptions, departments’ baseline MTEF budgets would have to decrease by 1%, 2% and 3% respectively over the MTEF • In addition, Cabinet decided that there must be limits on increases in personnel budgets – this means that the department’s personnel budget has been capped over the MTEF and the department may not allocate more money to personnel beyond the MTEF baseline amounts for personnel

  15. Compensation • At the end of the 2012/13 financial year the department had 197 funded posts of which 173 were filled (vacancy rate was 12% (24 posts) at the end of 2012/13). Reasons include: • Normal staff turnover of 8% (14 people left the department) • Time taken to complete compulsory pre-employment screening (2 to 3 months delay) • Delay in DPSA directive on implementing PSCBC resolution 1 of 2012 related to salary levels 9/10 and 11/12 • Posts created to capacitate HoD assessment unit not filled (3 posts) – awaiting approval of policy by Minister for Public Service and Administration

  16. Compensation continued …. • All but 2 of the 208 funded posts for 2013/14 have been advertised and are in various stages of being filled (the other 2 are funded from December 2013 and will be advertised in July 2013) • During the 2012 MTEC planning cycle we calculated that we would need to increase to 236 posts over the MTEF • However, given the reduction in baselines explained earlier, we have only been able to fund an increase in posts from 197 in 2012/13 to 214 over the MTEF • This will have impact on the following areas in particular: • Number of municipal assessments carried out • Number of evaluations conducted or supported

  17. Goods and services Main expenditure items: • Professional services (R22m for 2014/15) • Evaluations (R12m for independent evaluators. Skills required vary depending on evaluation topics – not possible to employ on a full-time basis. International good practice to have independent evaluators.) • M&E capacity building (R5m for conducting surveys, training providers) • Internal Audit (R1.7m for co-sourced internal audit expertise which is not efficient for a small department to recruit on a full-time basis) • Computer services (R15.7m) • SITA - Hotline call centre (12m) • ICT Services (SITA) and annual software licences (R3.5m) • Travel and subsistence (R10m)

  18. Expenditure on Capital Assets • Department required significant capital expenditure in 2012/13 and 2013/14 to establish own ICT system • Reduced expenditure over the rest of the MTEF relates to maintenance of ICT system, replacement of equipment and improvements to PoA, MPAT, MAT and FSD systems

  19. THANK YOU!

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