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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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