1. Department of Planning Monitoring and Evaluation
The Presidency
Department of Planning Monitoring and Evaluation
PRESENTATION TO THE PORTFOLIO COMMITTEE ON INTERNATIONAL RELATIONS AND COOPERATION Department of International Relations and Cooperation (DIRCO) MPAT 1.4 Results 13 October 2015

2. Content Brief background MPAT Theory of Change DIRCO MPAT 1.4 results
Main findings
Recommendations

3. Brief background
The Management Performance Assessment Tool (MPAT) is one of the initiatives introduced (2010) that aim to give impetus to the entrenchment of monitoring and evaluation practices, with a specific focus on the monitoring of management practices within organisations
The conceptualisation of MPAT was through collaborative effort from NT, DPSA, AG, OtPs and the OPSC
The MPAT assessment process is designed to build internal monitoring and self-evaluation capacity.
100 per cent participation in the last 3 years – dept are seeing the value of MPAT, with 96% DG sign off in the MPAT 2014

4. Brief background continues
MPAT focuses on management practice in four key performance areas:
KPA 1: Strategic Management (SM)
KPA 2: Governance and Accountability (G&A)
KPA 3: Human Resource Management (HRM)
KPA 4: Financial Management (FM)
Monitors compliance with key prescripts namely PSA, PFMA, Protected Disclosures Act, PAIA, etc.
The systematic implementation of MPAT leads to a growing understanding of the ways in which management practices contribute to and enhance performance and service delivery in the Public Service.

5. MPAT 2014 (1.4) RESULTS
Analysis is based on the state of management practice at the close of self-assessment period 10 October 2014
Peer moderation 3-7 November 2014
Moderated feedback to all departments- 12 December 2014
Engagement sessions held with all departments during February/March 2015
Challenge period closed March 2015
Final scores sent to departments May 2015
MPAT 2014 report to be presented to Cabinet
– will be published thereafter

6. MPAT Theory of Change Activities Outputs Outcomes Impact
Critical Review of Standards
Develop system assessing progression in management capability, against explicit integrated standards
Improved Sectoral & Government
Performance
A better life for all
Comparison across departments to understand state of government management practices
Facilitated horizontal learning across departments
Departments are supported and real learning takes place
Self-assessment by each department against management standards
Accurate assessment & diagnostic of management practices
Appropriate Improvement Plan
Improved Management
Practice
Improved Management
Performance
Improved Departmental
Performance
Monitor & evaluate these relationships
Review Public Management
Policies and Requirements
Activities
Outputs
Outcomes
Impact

7. Department of International Relations and Cooperation MPAT 1.4 Scores

10. Main Findings Reasons for downgraded scores during MPAT 1.4
Absence of evidence:
Audit Committee- no evidence of assessment of Audit committee by stakeholders and evidence of Audit committee reviews on management responses to audit issues and reporting thereof
Management of disciplinary cases- evidence of disciplinary cases captured on PERSAL not provided
Payment of suppliers- no proof that delays on payment of suppliers are investigated
Human Resource Development Planning: No proof of submission of the HRD Monitoring Tool on implementation.

11. Main Findings continues
Incorrect/insufficient evidence provided:
Professional ethics: Evidence from secondary data indicated that 21 SMS members disclosures were outstanding.
Organisational Design and Implementation: The evidence document provided did not address all the required areas.

12. Recommendations Departments to develop improvement plans
Consideration of the review of certain policies