Institute for Performance Management - .NET Framework
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1 © Institute for Performance Management Institute for Performance Management empowering tomorrow’s leaders The impact of performance management processes on service delivery Presented by: Mornè Jacobs © Institute for Performance Management What does the outcomes approach teach us? Start with the end in mind and then work backwords from there, BUT what do we learn from that as Government?
Transcript of Institute for Performance Management - .NET Framework
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© Institute for Performance Management
Institute for
Performance Managementempowering tomorrow’s leaders
The impact of performance management processes on
service delivery
Presented by: Mornè Jacobs
© Institute for Performance Management
What does the outcomes approach teach us?
Start with the end in mind and then work backwords from there, BUT what do we learn from that as Government?
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© Institute for Performance Management
© Institute for Performance Management
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© Institute for Performance Management
Kusek & Rist (2004) describe evaluation as an assessment of a planned, ongoing, or completed intervention to determine its relevance, efficiency, effectiveness, impact and sustainability. The intent is to incorporate lessons learned into the decision-making process.
Impacts are the result of achieving specific outcomes such as reducing poverty and creating jobs. Impacts are ‘how we have actually influenced communities and target groups’
Policy Framework for the Government-Wide Monitoring and Evaluation System (2007)
Ten Steps to a Results-Based Monitoring and Evaluation System (2004)
© Institute for Performance Management
S 38 A municipality must-
(a) establish a performance management system that is-
(i) commensurate with its resources;
(ii) best suited to its circumstances; and
(iii) in line with the priorities, objectives, indicators and targets contained in its integrated development plan;
(b) promote a culture of performance management among its political structures, political office bearers and councillorsand in its administration; and
(c) administer its affairs in an economical, effective, efficient and accountable manner.
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© Institute for Performance ManagementService Delivery
Performance Auditing
© Institute for Performance Management
Performance Management is a strategicapproach to management, which equips leaders,managers, workers and stakeholders at differentlevels with a set of tools and techniques toregularly plan, continuously monitor, periodicallymeasure and review performance of Council interms of indicators, to determine its efficiency,effectiveness, economy and impact; therebyensuring improved delivery and value for moneyto the community and citizens and accountability.
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© Institute for Performance Management
Planning and Review
Monitoring
Reporting
Evaluation
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IDP
Budget
SDBIP
In-year reporting
Annual Fin Statements
Annual report
Oversight report
5 Year
Strategy
Three Year Budget
Annual Performance
Report
Annual
implementation plan
PLANNING
MONITORING AND REPORTING
EVALUATION
Implementation monitoring
Accountability reporting
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© Institute for Performance Management
Planning and Review
Intergovernmental
IDPMTREF & Budget
SDBIP & LSDBIP
Employee PMAdjustment
Budget & SDBIP
•Section 16 & 17 of MSA•S22 of MFMA•Participatory methods
•Analysis•Strategies•Prioritised projects•Integration•Approval
NewCircular 88
Outcomes
•Chapter 4 MFMA•3 year budget•Credible•Funded•Realistic
mSCOA
Circular 13•1 year detailed implementation plan
•Reg 805•PerfAgreement•Performance Plan•Development Plan
S28 & 54 MFMA
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Impact
Outcome
Output
Activities
Input
Improved Service delivery – eradicate service delivery backlogs
# of water connections
provided
% of communities with
access to decent water
Quarter 1
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Quarter 2
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Quarter 3
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Quarter 4
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KPI’s
Projects
Processes
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Monitoring
Data Management
Data Validation AssessmentRisk
IdentificationReport
Generation
•Data collection•Records management•Security
•Computer information•POE’s•Internal Audit
•Scoring•Analysis
•Assessing potential problem-areas
•Collect information for inclusion•Analyse and compare info•Recommendation
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Monthly Quarterly Mid-year Annual Oversight Mid-term
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Evaluation
AdministrativeAuditor General
Risk Management
Impact Employee PMPolitical
Oversight
•Inputs•Outputs•Outcomes•Internal Audit
•Reg 2001•Chpt 6 MFMA
•S2 (c)(1) MFMA
•Outcomes•Integration
•Continuous•Annual
•S129 MFMA – Oversight report•MPAC•Audit + Performance Audit Committees
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Are we able to define and measure impact – with regard to improved service delivery or are we to much focussed on Outputs only?
Do we plan for service delivery improvement and do we measure the improvement in terms of efficiency, effectiveness and economy?
The intention of performance management is to improve service delivery – is that the case in your municipality?
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© Institute for Performance Management
Thank you
For a two day training intervention where the PM process and principles are explained in more detail contact:
Mornè JacobsInstitute for Performance Management
[email protected]: 082 775 6258
Landline: 011 312 4302
