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1 Analysis of Outcome- based priorities in the Free State Province STATS SA Symposium on evidence based decision making 10-11 October 2013 Dr Motsamai.

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Presentation on theme: "1 Analysis of Outcome- based priorities in the Free State Province STATS SA Symposium on evidence based decision making 10-11 October 2013 Dr Motsamai."— Presentation transcript:


2 1 Analysis of Outcome- based priorities in the Free State Province STATS SA Symposium on evidence based decision making 10-11 October 2013 Dr Motsamai Motsoari

3 2 Introduction and background Institutionalising Outcome-based approach in the Free State 12 Outcomes Steps of outcomes based approach Problem statement Outcomes becomes part of how we do business Clarify and share the vision A glimpse of 2012/13 OBP Assessment Results: OBPs 1 & 2 Wayforward Outline of the presentation

4 3 Introduction and background  Cabinet has agreed on 12 Outcome Based Priorities (OBPs) as a key focus of work between 2010 and 2014. The development of these outcomes takes its roots from the Election Manifesto of the ruling party and Medium Term Strategic Framework (MTSF).  The commitment of OBP approach is premised from government and its social partners working together to achieve results in line with national priorities. This is part and parcel of its shared identity and an important aspect of its legitimacy.  The new approach emphasises the alignment of policies, coherence at national, provincial and local spheres, harmonisation of systems, ownership and mutual accountability to manage for development results and strive to achieve internationally agreed development goals, including the millennium development goals (MDGs). A solid OBP approach rests on what is commonly referred to as a ‘life cycle’ where ‘results’ are central to planning, monitoring and evaluation, reporting and on-going decision-making. It is essential to manage for results that can truly have a real and meaningful improvement on people’s lives. Because the outcomes are all cross-cutting in nature, this work involves working with groups of departments and across spheres of government. The outcomes approach clarifies what we expect to achieve, how we expect to achieve it and how we will know whether we are achieving it.

5 4 Introduction and background cont….  Outcomes planning means planning backwards from the outcome we need to achieve to work out how best to achieve it. It starts with identifying what outcome must be achieved and then working out what outputs will ensure we achieve it, what activities we must do to achieve the outputs and what resources are needed to achieve the activities.  Each outcome is clearly articulated in terms of a limited number of measurable outputs and key activities to achieve the outputs and contribute to the outcome. In addition, OBPs collectively address the main strategic priorities of government and reflect governments’ delivery and implementation plans as an initiative to improve the status quo of different government sectors. However, it should be noted that OBPs do not necessarily cover the whole of governments work and activities.  M&E of outcomes creates the basis for accountability and learning: Systematic assessment of what impacts and outcomes were achieved will enable sectors to identify what works and what does not. It will enable sectors to learn and continually develop their capacity to use scarce resources more efficiently and effectively to achieve the greatest benefit for the citizens and communities. Clear statements of the outcomes and clear indicators, baselines and targets to measure change will ensure sectors have reliable information they can use to monitor progress, evaluate how successful they were and plan to improve.

6 5 Institutionalising Outcome-based approach in the Free StateInstitutionalising Outcome-based approach in the Free State

7 6 Institutionalising OBP approach in the Free State The advent of outcome-based approach introduced a new development paradigm that emphasises results, partnership, coordination and accountability. It combines a results-orientation; joint-ownership of improved policies; collaboration and partnership between government departments, municipalities, state-owned enterprises and the civil society; and a long- term, holistic approach that recognises the interaction between development sectors and themes. It is against this background that outcome-based approach was institutionalised and embedded within the Free State Provincial Government under the stewardship of Performance Monitoring and Evaluation Branch within the Department of the Premier

8 7 12 Outcomes 1.Quality basic education 2.A long and healthy life for all 3.All people in South Africa are and feel safe 4.Decent employment through inclusive economic growth 5.Skilled and capable workforce to support an inclusive growth path 6.An efficient, competitive and responsive economic infrastructure network 7.Vibrant, equitable, sustainable rural communities contributing to food security for all 8.Sustainable human settlements and improved quality of household life 9.Responsive, accountable, effective and efficient local government system 10.Protect and enhance our environmental assets and natural resources 11.Create a better South Africa, a better Africa and a better world 12.An efficient, effective and development oriented public service

9 8 Steps of Outcome-based approach Involved the adoption of a set of key strategic outcomes with measurable outputs and key activities Development of Outcome-based Plan for a particular financial year based on Delivery Agreement of respective Outcome that was concluded between the President and Ministers as well as Ministers and MECs which outlined high level outputs, metrics and key activities for each outcome, but in some instances where Departments do not contribute directly to the 12 outcomes, include key outputs from the strategic plans of departments. Converting the high level outputs and metrics into a detailed OBP Plan (Delivery Agreement) with the key partners that needed to work together to achieve the outputs. Establishment of effective coordination structures (OBP Technical Working Groups) that will allow the partners to the OBP Plan to work together in coordinating implementation of the outcomes, reviewing progress and deciding on interventions when required. The coordinating structures will also carry out monitoring and evaluation of the degree to which the outcomes are being achieved, which will provide a feedback loop to annual reviews of the Delivery Agreements.

10 9 Problem Statement The current administration only agreed on the delivery agreements for the 12 outcomes late in 2010 after planning processes have been finalised Outcomes has not yet been fully institutionalized into departmental planning, ways of working, reporting, etc. Departmental planning still largely in isolation and does not make provision for delivery overlaps Information gaps still exist

11 10 Outcomes becomes a part of how we do business …This requires implementers to adopt a different approach to planning and implementation…

12 11 Clarify and share the vision Important to be clear about the ability of the outcomes based approach to impact positively on the lives of people Develop our ability to positively affect the drivers of change that will take us toward the achievement of OBPs Acknowledge the need to bring diverse stakeholders together who together have a greater range of capabilities to impact drivers of change

13 A glimpse of 2012/13 OBP Assessment results: OBP 1 & OBP 2 A glimpse of 2012/13 OBP Assessment results: OBP 1 & OBP 2 A long and healthy life for all South Africans Improving quality basic education

14 13 OBP 1: Improving quality of basic education According to Department of Basic Education Report on the 2012 National Senior Certificate: Technical Report, Free State Province has significantly improved its National Senior Certificate Pass Rate from 75.7% in 2011 to 81.1% in 2012. Bachelor pass rate (2012) was 28.6% and Maths pass rate (40%) for 2012 was 43.3%. As much as the aforesaid is laudable achievement, the questions that the sector needs to interrogate are the following?  How many learners were registered for Grade 12 in 2012 vs the number that has passed?  How was classification of the pass rate in relation to the population groups?  How many learners dropped out of the system along the way and thus leaving them with no qualifications and even little prospect of ever getting a job?  By focussing on small improvements, the sector comes across as indifferent to, or ignorant of the glaring and persistent inadequacies of the system. It is like admiring the shiny doorknob on a house that is crumbling.

15 14 OBP 2: A long and healthy life for all South Africans  STATS SA 2011 Census indicates that life expectancy of Free State Province is 46.25 (males 44.6 and females 47.9) and thus making it the lowest as compared to other provinces. This decline has been attributed to the high burden of disease and injuries experienced in these two decades.  The Adult Mortality Rate for males remained more or less the same 54.8, 53.5 and 56.70 since 2010/2011. Based on the value achieved in respect of adult mortality rate, it has been proven that the more increase in the value of mortality, the less value is achieved in respect of life expectancy. This is case in point for the Free State Province.  The health sector in the Free State was recently commended for its outstanding achievement in respect of reducing maternal mortality from 273.0 per 100 000 live births in 2011/12 to 132.70 per 100 000 live births during 2012/13 and infant mortality from 24.6 per 1000 live births to 17.90 per 1000 live births during 2012/13 as well as under 5 mortality from 25.0 per 1000 live births in 2011/12 to 21.80 per 1000 live births during 2012/13.  The aforementioned achievement can only be sustained by the sector if it continually strengthens its health information system inclusive of all role players (private health care and civil society organisations dealing with health matters).

16 15 Wayforward OBPs finds clear, unambiguous expression in planning documents of departments There is a need to strengthen institutional mechanisms for coordinating effective implementation of OBPs The new Medium Term Strategic Framework accord the opportunity to align all policy documents for focused delivery There is a need to strengthen collaboration with social partners, including STATS SA and Health System Trust for embedding South African Statistical Quality Assurance Framework in the Free State Province.

17 16 Ke a leboha I thank you

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