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The Monitoring and Evaluation Programme of the PSC

The Monitoring and Evaluation Programme of the PSC. Indran Naidoo Chief Director: Governance Monitoring: Office of the Public Service Commission. Can one change Public Service? Impervious bureaucracy Bumbling bureaucrat Unresponsive, self-perpetuating, resistant to M&E. The challenge?.

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The Monitoring and Evaluation Programme of the PSC

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  1. The Monitoring and Evaluation Programme of the PSC Indran Naidoo Chief Director: Governance Monitoring: Office of the Public Service Commission

  2. Can one change Public Service? Impervious bureaucracy Bumbling bureaucrat Unresponsive, self-perpetuating, resistant to M&E The challenge?

  3. Imperatives for monitoring and evaluation

  4. PSC approach to M&E • Multiple-imperative for M&E focused on key transformational M&E • Dependent upon and supports the GWM&ES (primary and secondary data), statistical quality important • Promote transparency, accountability, learning, empowerment, transformation, improve democratic quality • Needs to compare – transversal in nature

  5. PSC M&E focus • Identifies and M&E levers of change – those areas that make a difference to public administration • What are these areas? • Leadership performance • Public Service Integrity • Policy and programme impact • Governance quality of departments • Citizen perceptions and empowerment • Compliance audits

  6. Leadership performance • Facilitates the evaluation of Heads of Department (National and Provincial) • The M&E of leadership emphasises accountability and review at top level • Aims to link individual to dept. performance • Culture of performance should permeate into the organisation

  7. Public service integrity • Sensitise and involve the public in holding the Public Service accountable • Encourage whistle-blowing, the toll-free Anti-Corruption Hotline (0800 701 701) • Identify corruption and poor service delivery trends, forwarded to departments for scrutiny • Resulted in dismissals of officials

  8. Policy and programme impact • Transformational policy (Affirmative Action – Human Resource Management reviewed) • Programme impact (HIV/AIDS, poverty reduction etc) • Feed results back to policy-makers

  9. Governance quality of departments • Public Service M&E System is transversal • Assesses performance of departments across the 9 constitutional principles for public administration • Draws from AG, Treasury, DPSA and produces primary information • Departments are scored (poor to good) • Recommendations are tracked and reported to legislatures

  10. Citizens perceptions and empowerment • Batho Pele surveys • Citizens Satisfaction Forums • Inspections (announced and unannounced by PSC)

  11. Compliance audits • Financial Disclosures • Reporting of Financial Misconduct • Affirmative Action • Labour relations issues

  12. State of the Public Service Report • Annual State of the Public Service Report (SOPS) • 2006 edition focused on The capacity of the State to deliver • 2007 edition released today focuses on the role played by the Public Service in promoting growth and development

  13. Pre-requisites for M&E • Leadership must be brave and support M&E – move away from buck-passing and ostrich syndrome management • Encourage critique and debate • Openly discuss performance, move from an activity to an output and outcome driven organisation • True test of how one does is what stakeholders say, cannot self-evaluate

  14. Thank you Indran Naidoo: Chief Director: Public Service Commission of South Africa IndranN@opsc.gov.za www.psc.gov.za www.samea.org.za

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