Speech by Minister Jeff Radebe, Minister in the Presidency responsible for Planning Monitoring and Evaluation
Members of the media present here today
Secretary of National Planning: Mr. Tshediso Matona
Members of staff present
Ladies and gentlemen
Good morning.
I am honoured by your presence at this important engagement between the Department of Planning, Monitoring and Evaluation (DPME) and the media.
Let me take this opportunity to greet and welcome you all.
We recognise that communication is a critical tool to keep the nation informed about the progress that government is making in pursuing its strategic and sustained agenda.
The purpose of today is to inform you about the progress we are making, the challenges we are facing and the interventions required to close the gaps in implementing government programmes. As members of the media you have a critical role to play in helping us communicate these messages and in promoting dialogues and discussions on government policies and programmes.
Let me start by saying that I am pleased to welcome the Cabinet decision to appoint Mr Tshediso Matona as the new Secretary of Planning in DPME. Mr. Matona is a seasoned civil servant who brings extensive experience and expertise and will be an invaluable asset to the National Planning Commission and the Department.
Yesterday, the President announced the new National Planning Commission and outlined changes to the mandate of the Commission, in line the National Development Plan and the renewed focus on implementation. Among others, the mandate will include undertaking detailed planning in selected sectors such as water and energy; to facilitate more effective implementation of the National Development Plan.
In addition, the NDP highlights the importance of working in partnerships, and the Commission will have an important role to play in facilitating partnerships across sectors. The Commission will also continue to play a role of advising government on how to implement the NDP and the broader planning and policy issues that have implications for the long-term development of the country.
Lastly, the Commission will contribute to the development of international partnerships and networks on national planning. As the President said, we look forward to working with the new NPC members in implementing the NDP and exploring new avenues for socio-economic development in our country.
Ladies and gentlemen
On 05 May this year, we presented a Budget Vote Speech in which we reflected on the progress the Department has made in the past and outlined our commitments for this financial year. I am pleased to announce that the Department of Planning, Monitoring and Evaluation and the National Youth Development
Agency have both obtained clean audit opinions for the 2014/15 financial year. The Department of Planning, Monitoring and Evaluation has since 2012-13 repeated this feat. I want to take this opportunity to thank the staff of both entities for the job well done. This should become a norm rather than an exception.
At the beginning of the financial year we committed ourselves to focusing our attention on giving direction on the implementation of the NDP, monitoring its implementation and evaluating the impact of government programmes on the lives of people. Our key focus areas are:
- Ensuring synergy and improved use of resources for effectiveness and efficiency
- Providing focused attention to the aspects of planning, implementation, monitoring and evaluation to unlock blockages
- Monitoring and evaluating the implementation of the NDP through the Medium-Term Strategic Framework (MTSF)
- The institutionalisation of planning and strengthening the linkages between the planning and monitoring and evaluation functions
- Improving responsiveness to the needs of the public and enhanced ability of government to deliver on its mandate
Let me hasten to add that we have to be strategic and focussed on what we should monitor performance and impact thereof. For example, we need to ask ourselves hard questions such as: Do our budgets go into the right areas for us to achieve the NDP? Are we achieving the right things? What has been the impact of the money spent?
The Medium-Term Strategic Framework
To realise the NDP 2030 Vision and address the triple challenge of poverty, inequality and unemployment, Cabinet adopted the Medium Term Strategic Framework (MTSF) for 2014-2019. The MTSF is South Africa’s first 5 year building block, focusing on 14 outcomes that mirror the 14 thematic areas of the NDP.
Cabinet utilises the MTSF as the basis for monitoring the implementation of the NDP across government and considers progress reports for each of the outcomes at least three times a year. These outcome quarterly progress reports are made public through the Programme of Action (POA) website managed by DPME. Since the adoption of the MTSF 2014-2019, we have produced quarterly progress reports on two quarters, with the latest being reports for the first quarter of 2015-2016 financial year.
Ladies and gentlemen
We are making steady progress in implementing the NDP through the MTSF despite the tough economic conditions we are in The global economic crisis has affected economic growth in our country over the last four years, prompting a deceleration in the rate of economic growth. This is coupled with the ongoing relative underperformance of the domestic economy, prompting government to lower its own GDP expectations.
Besides low global demand, significantly low commodity prices and the global steel oversupply, our economy is facing several other challenges including decades of under-investment in economic infrastructure; an exchange rate that tends to be too volatile; rising administered costs; high port and freight charges with port charges amongst the highest in the world; too fast and deep trade liberalisation; and electricity supply challenges amongst others.
Improvements in the growth of the economy are lagging employment growth. Despite some progress in increased employment with year on year comparisons, overall employment growth remains low and insufficient to absorb the high level of new and existing entrants in the labour market. The unemployment rate increased to 26.4% in the first quarter of 2015.
The latest quarterly progress reports on the outcomes paints a mixed bag of both successes and challenges. In the areas of education and skills development, government is on course to achieve most of the targets set in the MTSF (2014-2019). However, as widely reported in the media, the writing of the Annual National Assessment (ANA) exams have been postponed until the first week of February to allow for exams to be redesigned and launched next year. Basic education remains a priority area of focus. ANA is critical for diagnosis and measuring the literacy and numeracy of learners, addressing identified weaknesses and ensuring that we lay a good foundation for our children’s education. Government and labour are committed to strengthening ANA and teacher development.
In health, areas of good progress include: scaling up of interventions to combat new HIV infections, increased access to antiretroviral treatment (ART) for people living with AIDS; improved screening for and management of Tuberculosis (TB); expansion of the Prevention of Mother to Child Transmission (PMTCT) of HIV programme and the reduction of the infant and under-5 mortality rates. South Africa has received world-wide recognition for its HIV and AIDS programme which has over 3 million people initiated on treatment, contributing to the attainment of the Millennium Development Goals.
In rural development and land reform, progress on land acquisition for smallholders has been slow, and on utilisation of newly allocated farms and communal land for production. There are indications that this is partly due to inadequate support services, prevailing drought conditions and the use of fallow communal land for livestock grazing purposes. Government implementation programmes are being reviewed and strengthened to resolve some of these issues. There has been a welcome reduction in the percentage of households vulnerable to hunger from 11.5% in 2011 to 11.4% in 2014 (StatsSA GHS May 2015), narrowing the inequality gap on access to food.
On safety and security,
Good progress is being made with regards to the reduction of overall levels of serious crime. Notable successes include achieving 67.3% of case dockets for contact crimes that are ready for trial against a target of 65%. Conviction rates for sexual offences stood at 71.1% against a target 68%, while the conviction rate for trio crimes (house robbery, carjacking, business robbery) was at 85%. Some of the challenges that are receiving our attention include inadequate capacity in the areas of forensics, crime investigations, in particular investigations of serious contact crimes and crimes against women and children should be emphasised.
We are implementing Operation Fiela – Reclaim, to rid our country of illegal weapons, drug dens, prostitution rings and other illegal activities. This multidisciplinary interdepartmental operation is contributing to the safety and security of our communities. Further details on progress in the implementation of the fourteen outcomes are available on the Programme of Action website.
Development Indicators 2014
Ladies and gentlemen
On Sunday the 20th of September 2015, I will be launching the 2014 Development Indicators Report. The Development Indicators are numerical indications of changes and long term trends in South Africa. Some of the indicators have data ranging from 1994 to 2014. The Development Indicators are used to measure progress and assist government to track, using quantitative measures, the effectiveness
of government policies and interventions towards achieving the national goals in areas of development. The indicators are clustered according to 10 themes, namely economic growth and transformation, employment, poverty and inequality, household and community assets, health, education, social cohesion, safety and security, international relations and good governance. The data is sourced from various government administrative datasets, national official statistics and research by local and international institutions. You are invited to the launch of the 2014 Development Indicators Report which will be held at this venue.
Improving implementation of the NDP- Operation Phakisa
Ladies and gentlemen
As you are aware, to ensure effective implementation of the NDP priorities in key socio-economic sectors, we have introduced an innovative approach that enables government and key stakeholders to transform high level plans into detailed implementation programmes to fast-track delivery of results. We have termed this approach Operation Phakisa, is a borrowed concept from the Malaysian Big Fast Results methodology designed to assist with fast-tracking delivery on some of the priorities encompassed in the NDP 2030.
On 12 August 2015 President Zuma gave a full account on the progress we have made so far in implementing the methodology in unlocking the economic potential of our oceans and health. To date, this methodology is proving to be a catalyst for accelerated delivery of services in critical areas of the NDP. For this reason, Operation Phakisa is being rolled out to other areas such as education and mining. Regular progress report will be given on the implementation of Operation Phakisa, to keep the public informed.
Monitoring Local Government Performance
The President said in his State of the Nation Address in February 2015 that “Local government is everybody’s business. We have to make it work.” DPME is contributing to making local government work better and has initiated an assessment of management practices tailored for municipalities. The initiative is referred to as the Local Government Management Improvement Model (LGMIM). LGMIM measures the institutional performance of municipalities across a number of key performance areas. To date, we have assessed 30 municipalities and have used the results to inform improvements. In 2015-16 FY, we intend to enrol a further 25 municipalities for assessment. DPME will work with COGTA in rolling out this initiative to the rest of municipalities.
Establishment of a real-time Data War room
Ladies and gentlemen, The importance of reliable data for monitoring and evaluation cannot be overemphasized. Currently, there is a process of upgrading the data collection system to provide real-time data that can be used effectively in monitoring and evaluation of government’s Programme of Action. I have directed DPME and StatSA to work on the most cost effective way of developing real-time and effective data collection systems that will assist effective monitoring of the 14 priority outcomes.
Monitoring management practices in departments
Ladies and gentlemen,
We have always said that building a capable developmental state and forging a disciplined, people-centred and professional public service are one of the key pillars of the NDP. The Management Performance Assessment Tool (MPAT) is one of the initiatives that we have introduced to monitor management practices within
national and provincial departments. We do this because we understand that without improving management practices in the public service, the delivery of services to our people will fall short of our expectations.
In the past year, 155 national and provincial departments conducted self-assessments on their management practices. A recent evaluation indicates that the MPAT is a sophisticated, assessment of management practice, comparable with the best known international examples. Thus far it has been well-received by departments with high rates of participation. Government departments value this relatively unique assessment tool and find its assessments useful for improvement planning.
Monitoring the payment of suppliers within 30 days
One of the areas where government has been found wanting is the payment of suppliers within 30 days of receipt of a valid invoice. A comparative analysis of national departments between 2013 and 2014 showed that there has been an improvement in the average number of invoices paid within 30 days. However, delays in payment remain a major challenge, with significant negative impact on small business, growing the economy and employment creation.
For instance, national departments reported 155 572 invoices worth R3.8 billion which were paid after 30 days. However, at the same time, 62 887 invoices older than 30 days worth R2.1 billion had not been paid. Provincial departments for the same period reveal a marginal improvement of 5% in the average number of invoices paid within 30 days. Provinces reported 241 332 invoices worth R13.4 billion which were paid after 30 days and 356 079 invoices worth R21.8 billion invoices older than 30 days which were not paid.
Cabinet has approved the establishment of a special unit to proactively address the payment of suppliers within 30 days from receipt of a legitimate invoice. The Unit is located within DPME and is working with National Treasury and the Department of Public Service and Administration.
Frontline Service Delivery Monitoring
The Frontline Service Delivery Monitoring (FSDM) programme gives effect to Outcome 12 which calls for “an efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship”. FSDM uses unannounced monitoring visits to assess the quality of service delivery in frontline service facilities, using structured questionnaires to guide interviews with citizens and staff, and observations by monitors.
Since the inception of this programme in 2011, we have conducted unannounced monitoring of 678 frontline facilities. In the 2015-2016 financial year, we intend to assess 90 new facilities. During this year, we will also conduct improvements monitoring visits of 120 facilities.
After 4 years of this monitoring, we can say that most departments have heeded the call to provide stronger leadership at the frontline- with SAPS, Home Affairs and SASSA now having frontline improvements as a strategic project. Admittedly, more still needs to be done to have meaningful impact.
Presidential Hotline
The Presidential Hotline provides a platform for our people to lodge queries and complaints about the quality of service they receive from government. To date we have recorded 207 000 complaints and queries through the Hotline, of which 35% are general queries and 65% are complaints about services. I can report that, for all complaints and queries we received, 94% are recorded as resolved and 11 661 (6%) are still to be resolved. The nature of the complaints that we receive mainly involve labour relations and employment, land and housing, local government, basic services and utilities, and crime and justice.
We regularly report to Cabinet and give feedback to departments and provinces on the number of complaints received and resolved. We undertake telephonic satisfaction surveys to ask citizens to rate their experience of the Hotline. To date we have surveyed 23 000 people and the results suggest that on average 70% of people rate the service as good to fair and 30% rate it as poor.
Citizen-Based Monitoring
We have introduced citizen-based monitoring and piloted it in 10 facilities in Gauteng, North West and Limpopo provinces. This financial year, we will roll out this programme to facilities in the Eastern Cape, Northern Cape, Western Cape and Mpumalanga. The involvement of citizens in the delivery of services is a major point of emphasis in the NDP.
Evaluation of government programmes
Ladies and gentlemen
Thorough the National Evaluation System, we reflect on whether our programmes are achieving what they were intended to achieve, whether we are doing the right things, whether we are being effective, efficient and providing value for money and how we can improve. In collaboration with government departments, we commission academic and research institutions to undertake evaluations which are later tabled to Cabinet and Parliament. Departments are expected to develop improvement plans that address key issues raised in the evaluations.
Since 2012 we have a total of 47 evaluations underway or completed covering around R75 billions of government expenditure. As these evaluations are completed and fed into the system we should see improvements in the effectiveness of government’s programmes. For example, the first evaluation on Early Childhood Development resulted in a new ECD policy being developed and gazetted in March 2015. The evaluation of Grade R is leading to a focus on improving the quality of Grade R to maximise its impact on poor children and in poorly performing provinces, and strengthening the training and development of Grade R teachers. This has the potential to make a major difference to our children.
We have completed evaluations of the Business Process Outsourcing Scheme (BPS), the Support Programme for Industrial Innovation (SPII), and the Technology and Human Resources for Industry Programme (THRIP). As a result of the evaluations, both BPS and SPII have been revised and re-launched and should be more effective and efficient.
The Evaluation of Nutrition Interventions for Children under five (5) showed that there is a significant problem of stunting for 21% of the children. This evaluation has informed the inclusion of an MTSF target to reduce stunting to 10%. The Urban Settlements Development Grant evaluation has led to a revised grant framework. The design evaluation of the Policy on Community Colleges has led to the policy being revised even before the evaluation completed.
We are practicing what we preach. We have undertaken evaluations of some of our own programmes - the Management Performance Assessment Tool and the Citizen-Based Monitoring Programme. Going forward, some of the programmes to be evaluated include the Integrated Justice Programme, the City Support Programme, and the Birth Registration Programme.
Capacity Development and Knowledge sharing
Capacity building is a NDP imperative. As part of our capacity building and international liaison in the field of planning, monitoring and evaluation, we have partnered with international institutions such as the World Bank and have co-hosted International Knowledge Sharing Workshops in June 2014 and March 2015. These international sessions serve as a platform for DPME to share knowledge with peers from fellow African countries about how the various planning, monitoring and evaluation programmes are designed and implemented, the difference they are making, and what is being learned from both success and challenges experienced.
DPME is leading Twende Mbele, a regional African project on Monitoring & Evaluation anchored by DPME’s close partners in Uganda (Office of Prime Minister) and Benin (Ministry of Evaluation of Public Policies) and the regional Centre for Learning on Evaluation and Results (CLEAR) based at Wits University. Twende Mbele’s intended outcome is effective implementation of M&E systems and ongoing collaboration across Africa. We are humbled by the interest shown by other countries on our programmes and we commit to constantly improving the way in which we work, and our tools and guidelines.
Youth Development
The National Youth Development Agency (NYDA) is now an entity under the Department of Planning, Monitoring and Evaluation. I have delegated National Youth Development to the Deputy Minister in the Presidency, Mr Buti Manamela.
Youth unemployment remains a major challenge for our country as is the world over. DPME has partnered with other government departments, youth organisations including the South African Youth Council and business to ensure that steps are taken to ensure that youth development is at the centre of our country’s development. In this regard, President Jacob Zuma launched the Presidential Youth Working Group in June 2015, to promote youth participation in governance and policy making and to mainstream youth development and empowerment in the work of government, to build a better life for young people.
In taking forward the work of the Presidential Youth Working Group, the Department of Planning, Monitoring and Evaluation has established the following work streams:
- Economic Participation and Transformation
- Education, Skills and Second Chances
- Health Care and Combating Substance Abuse
- Nation Building and Social Cohesion, and
- Effective and Responsive Youth Development Institutions
The plans of these work streams will form part of the Integrated Youth Development Strategy and progress will also be included in MTSF for proper monitoring and evaluation.
Conclusion
In conclusion, we are pleased about the progress we have made so far, however, we are mindful that the road ahead will be challenging. We remain committed to the creation of a better life for all South Africans and the NDP remains our road map.
I thank you.
