KEY NOTE ADDRESS: Purpose-driven Monitoring and Evaluation SAMEA Conference 25 October 2017

1. KEY NOTE ADDRESS: Purpose-driven Monitoring and Evaluation SAMEA Conference 25 October 2017 By Dr Ntsiki Tshayingca-Mashiya Deputy Director-General: DPME

2. Purpose To demonstrate the strategic positioning of DPME to lead and co-ordinate planning, monitoring and evaluation (PM&E) in the RSA To facilitate fresh thinking and positive discussion on what are the best integration models to embrace as the PM&E community so as to achieve a Purpose driven PM&E that is congruent with the development agenda .

3. Context of RSA PM&E system

4. Blueprint of RSA NDP 2030 as the basis • National Development Plan: Vision 2030 is our nation’s blueprint and programme to build on our achievements, and to decisively confront our challenges. • It is the overarching plan that seeks to fulfil the aspirations of the majority of South Africans. • NDP underpins South Africa’s developmental endeavours, and informs the policies and strategies spearheaded by government. • It is the programme to advance radical economic transformation through three key levers namely: • Economic interventions • Capabilities of South Africans • Capacity of the State & Active Citizenry • The Vision 2030, provides a comprehensive framework for South Africa’s growth strategy.

5. Lessons learnt from global experiences Global best practice shows us that developmental states like those in in East Asia are where they because they were more activist and intensive in terms intervening to drive rapid socio-economic transformation and development Global best practice shows that M&E thrives where there is strong development planning.

7. International Development Agendas Alignment to the SDGs, AU Agenda 2063, and SADC development agendas critical

8. Purpose of Public Sector M&E System • Inform the development and design of policies and plans; • Improve performance of institutions, programmes, projects and operations; • Improve accountability and transparency; • Support decision-making; and • Generate knowledge.

9. M&E Roles of Other Bodies DPME acknowledges that there are other bodies that play a key role on M&E such as the PSC, AG, DPSA, COGTA, NT and sector departments. Role clarification and negotiation required.

10. DPME Frontline Monitoring systems for service delivery improvements Non-routine Monitoring Frontline Monitoring Approach Context: NDP Vision (2030) Capable,developmentalpublic serviceand active citizenry Engaging the coalface of service delivery and citizens

11. Bringing about change in the capability of the State through better management practices and skills

12. Principles of RSA M&E system • Inform the development and design of policies and plans; • Improve performance of institutions, programmes, projects and operations; • Improve accountability and transparency; • Support decision-making; and • Generate knowledge. These are underpinned by a number of principles that seek to enhance implementation of M&E at all levels of the public sector.

13. DPME approach to evaluations • Improving policy or programme performance(for continuous improvement): • this aims to provide feedback to programme managers. • Improving accountability: • where is public spending going? Is this spending making a difference? • Improving decision-making: • Should changes be made to the intervention? Should it be continued? Should increased budget be allocated? • Generating knowledge (for learning): • increasing knowledge about what works and what does not with regards to a public policy, programme, function or organization.

14. Lessons Learnt Lessons learnt • Use of evidence important, • Legislation critical to enforce implementation of improvement plans and consequence management. • Continuous professional development important. • Collaboration with key players is a key success factor • Monitoring without agility in risk Management will not bring us the desired results

15. The Future of DPME Monitoring and Evaluation Work The location of the monitoring and Evaluation function at the centre of government is not an accident, but an imperative that many peer countries are already doing across the globe. Our Cabinet is engaging with the findings various monitoring systems employed and has called for more integrated systems

16. The National PM&System DPME has established a range of specialised monitoring systems. These must be integrated in practice The National Evaluation System was established in 2011 and progress is made to institutionalise it in government. The establishment of the National Evaluation System was based on global experiences from Mexico, Malaysia, Australia, UK, Canada, Benin, Uganda, etc

17. Complex Problems Requiring holistic approaches to solutions:Rethinking Integrated Monitoring and Evaluation Systemsand answering the difficult questions

18. Complex Problems Requiring holistic approaches to solutions • This analysis and interpretation of a complex phenomenon viewed from different perspectives introduces a further need to consider ‘soft issues’ in systems thinking in our P&ME • Further calls for a need for a further separation of soft and hard systems in problem analysis, a multi-faceted view of analysis as suggested by the systems thinking.

19. Complex Problems Requiring holistic approaches to solutions Mintzbergand Waters, (1985) states that there can be no single perspective to a complex phenomenon. In Concurrence with this view people who learn to read from different theoretical points of view have an advantage than those committed to a fixed view, for they are able to view the limitations of a given perspective. They can see how problems can be framed and reframed in different ways, allowing new kinds of solutions to emerge IMintzberg and Waters, Morgan (1986)

20. Complex Problems Requiring holistic approaches to solutions Mintzberg and Waters, (1985) states that there can be no single perspective to a complex phenomenon. In Concurrence with this view people who learn to read from different theoretical points of view have an advantage than those committed to a fixed view, for they are able to view the limitations of a given perspective. They can see how problems can be framed and reframed in different ways, allowing new kinds of solutions to emerge IMintzberg and Waters, Morgan (1986)

21. PM&E Systems , Early Warning systems and Risk Management landscape… Source: Tshayingca- Mashiya, N (2012)

22. High Probability and High Impact risk in the P M&E land scape

23. PM&E in a context of a transformative Policy system

24. New planning architecture is being designed: • NDP Vision 2030 to be maintained; • current MTSF replaced by a more substantive development plan; • national spatial and physical planning to be introduced, • and governance and accountability plan to be used to coordinate cross-cutting matters.

25. Concluding Remarks • DPME partnership with SAMEA is very important -to enable SAMEA vision and leadership alignment with strategic intent and the of RSA government. • for membership to engage critically with the planning and M&E development land scape and participate • To provide opportunities for government officials to network with a broad range of stakeholders • To set M&E standards and provide guidance as well as support for coherence in the professional development of the PM&E community • To align with the Government agenda of transformation, and equity principles including the supply of credible and evaluators

26. Complex Problems Requiring holistic approaches to solutions Monitoring and Evaluation occurs within the context of Policy Making and Implementation and the need to see transformation Therefore the Policy system is a transformation system within the Development Context Planning vs Implementation success and Accountability:A Problem Formal and informal sub-systems have a way of influencing each other as well as other elements of the acknowledged and institutionalized system, neglecting one of them may lead to one of the other sub-systems not functioning effectively. Mintzbergand Waters’, (1985) view concurs with the view of linkages in elements of the system and the need to be holistic in dealing with them.

27. Questions to answer How do we design and implement PM& E system that are both congruent to the development agenda How do we design and implement PM& E systems that are agile to inform policy , enhance accountability yet not overtaken by risks What systems and models are available that we can embrace and integrate into our systems to ensure a systems approach for the complex world we plan and monitor in ? Are our Monitoring systems telling us the Picture on the ground?

28. Performance based Evaluation vs Development Evaluation • Performance-based evaluation is an assessment, as systematic and objective as possible, of a planned, ongoing, or completed intervention. • The aim is to determine the relevance of the objectives, efficiency, effectiveness, impact and sustainability so as to incorporate lessons learned into the decision-making process • Development Evaluations: A systematic search for answers aboutdevelopmentinterventions that involvesgathering, analyzing, interpreting, andreporting information about quality. • How can we achieve a strategic balance?

29. Concluding Remarks DPME and SAMEA Partnership I Thank You Dr Ntsiki Tshayingca- Mashiya DDG Institutional Performance Monitoring Email: Ntsiki@dpme.gov.za