DPMEPSPPD iv
Policy summary
Abstract
The Deputy Minister, staff from the Department of Performance Monitoring and Evaluation DPME and staff from two provinces of South Africa, visited Indonesia, Malaysia and
Singapore to look at their performance monitoring and evaluation PME systems, and more specifically their use of the outcomes approach. The Malaysian and Indonesian use of
the outcomes approach is very impressive, and is strongly driven politically and by the executive. In Malaysia significant results have been achieved in a year. A wide range of
practical lessons have been drawn from the visit some of which can be applied in South Africa. A number of follow-up links are suggested.
Policy implications
Roles and coordination of key players at national level in the planning, budgeting and PME system
1. South Africa must find ways to build more effective and cooperative cross-institution and cross-
sphere working. An idea that emerged during the visit is for a high level Director General DG Forum where the DG DPME meets with the DGs of Provinces to help build consensus in driving
PME as a mechanism for improving delivery.
2. Both Malaysia and Indonesia have legislation underlying the planning, budget and ME systems.
A more formalized, systematic and predictable system in South Africa would be helpful and legislation would assist with this.
3. Indonesia has also introduced an innovative system of community-level planning, budgeting and
ME called PNPM which is applied at scale. It is having a major impact, and the transparency is leading to very low levels of corruption. A similar proposal was commissioned by DCOG. This
could be a good model for South Africa.
Operation of the planning, ME and budget system 4. The planning role in Malaysia and Indonesia is much more developed than in South Africa,
particularly around a medium-term 5 year plan which integrates the outcomes into a broader planning picture and helps to provide an integrated and sustained agenda for the term of
government. The planning system is legislated. The planning system needs to be strengthened in South Africa.
5. The Information Management System empowers people
– inputting data at decentralized points. This is a critical success factor identified by the World Bank and McKinsey and needs to be
strengthened in South Africa.
Application of the outcomes approach 6. Both Indonesia and Malaysia have Delivery Units
focused on “business unusual” and a limited number of outcomes. DPME has the tension of handling the outcomes but also a range of other
ME functions and there is a danger of losing focus and urgency around the outcomes. 7. Having very focused plans behind the outcomes in Malaysia with specific implementation detail
action plans has assisted implementation. South Africa is now focusing on strategic drivers, and development of more focused implementation plans both programme and action plans would be
very beneficial.
8. In Malaysia in particular, the degree of visible political support and profile behind the outcomes
is very strong, with a very hands-on approach by a Minister focused specifically on the outcomes and the Prime Minister meets with the Ministers on progress on the outcomes every six months. It
would be helpful in South Africa if this also happened on a 6 monthly cycle.
9. In Malaysia there is a very strong problem-solving focus. It would strengthen implementation in
South Africa if this was applied more strongly in all meetings such as Implementation Forums, and by output task teams.
10. The intensive weekly monitoring and problem-solving cycle in Malaysia is impressive. A
similar urgency would assist in South Africa, even if the cycle was monthly not weekly. This should be discussed to see how it could be taken forward, perhaps in sample outcomes, eg combined
with the strengthening of delivery management offices see below.
DPMEPSPPD v
11. The unblockingdebottlenecking role is much more developed in Indonesia and Malaysia than
in South Africa. This role in relation to DPME and Offices of the Premier needs to be thought through much more consciously and capacity allocated. This could have a big impact.
Tools and methodologies 12. The intensive workshopping in 6 week facilitated labs helped to create the urgency and develop
the plans quickly and get them signed where this took up to 6 months in South Africa. 6 week labs are not practicable here, but perhaps 2-3 weeks would really enable a quality of focus and make
the process much faster.
13. The Delivery Management Offices DMOs for outcomes in ministries create a real nucleus for
driving the outcome. Some departments in South Africa, such as Education and Health, have set up similar structures. A delegation from Education and Health could visit the DMOs in Malaysia.
14. PEMANDU has a Board, as well as a group of international experts as a panel to verify its reports
and give feedback on its approach. In addition the reports are audited by Price Waterhouse Coopers. The model of an international advisory panel could be relevant for DPME.
15. Communication around outcomes was very impressive in Malaysia, and this should be
