1. The Monitoring and Evaluation Programme of the PSC Indran Naidoo Chief Director: Governance Monitoring: Office of the Public Service Commission

2. 2 The challenge? Can one change Public Service? Impervious bureaucracy Bumbling bureaucrat Unresponsive, self- perpetuating, resistant to M&E

3. 3 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

4. 4 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

5. 5 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

6. 6 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

7. 7 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

8. 8 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

9. 9 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

10. 10 Citizens perceptions and empowerment Batho Pele surveys Citizens Satisfaction Forums Inspections (announced and unannounced by PSC)

11. 11 Compliance audits Financial Disclosures Reporting of Financial Misconduct Affirmative Action Labour relations issues

12. 12 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

13. 13 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

14. 14 Thank you Indran Naidoo: Chief Director: Public Service Commission of South Africa IndranN@opsc.gov.za www.psc.gov.za www.samea.org.za