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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

The Monitoring and Evaluation Programme of the PSC

Indran Naidoo

Chief Director: Governance Monitoring: Office of the Public Service Commission


The challenge

Can one change Public Service?

Impervious bureaucracy

Bumbling bureaucrat

Unresponsive, self-perpetuating, resistant to M&E

The challenge?



Psc approach to m e
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


Psc m e focus
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


Leadership performance
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


Public service integrity
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


Policy and programme impact
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


Governance quality of departments
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


Citizens perceptions and empowerment
Citizens perceptions and empowerment

  • Batho Pele surveys

  • Citizens Satisfaction Forums

  • Inspections (announced and unannounced by PSC)


Compliance audits
Compliance audits

  • Financial Disclosures

  • Reporting of Financial Misconduct

  • Affirmative Action

  • Labour relations issues


State of the public service report
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


Pre requisites for m e
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


Thank you
Thank you

Indran Naidoo: Chief Director: Public Service Commission of South Africa

[email protected]

www.psc.gov.za

www.samea.org.za


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