The Monitoring and Evaluation Programme of

the PSC

Indran Naidoo

Chief Director: Governance Monitoring: Office of the

Public Service Commission

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The challenge?

• Can one change Public Service?

• Impervious bureaucracy

• Bumbling bureaucrat

• Unresponsive, self-perpetuating, resistant to M&E

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Imperatives for monitoring and evaluation

Constitutional

[PSC - independent oversight of the Public Service – protected]

The Public Service using the strategy of the developmental state Multiple M&E initiatives enhances transparency and accountability

Transformed South African Society

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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

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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

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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

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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

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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

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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

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Citizens perceptions and empowerment

• Batho Pele surveys

• Citizens Satisfaction Forums

• Inspections (announced and unannounced by PSC)

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Compliance audits

• Financial Disclosures

• Reporting of Financial Misconduct

• Affirmative Action

• Labour relations issues

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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

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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

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Thank you

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

IndranN@opsc.gov.za

www.psc.gov.za

www.samea.org.za