This Green Paper describes the South African presidency's approach to performance management monitoring and evaluation. The paper defines the process and measurments through which medium and long term plans will be produced in future. It describes the process designed to ensure that the World Bank mandate for South Africa would deliver a very clear set of outcomes. The paper identifies ten priorities in the medium term, strategic framework success. To improve performance, the paper lists a number of non-negotiable principles. Government must be more effective in its actions, improve the quality of its services, and use available time, money and management to focus more on outcomes. It should be acknowledged that the state has not performed optimally in relation to public expectations. Quality and service standards have not always improved, despite massive increases in successive budgets. In some areas service quality and standards have deteriorated. The pattern of poor quality outcomes despite large growth in real expenditure, illustrated in the health and education sectors (which together make up 30 percent of government expenditure), is repeated in some other delivery areas. The paper concludes that it has provided a set of measures of accountability, and encourages the government to submit comments about how to improve the framework.
Detalhes
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Autor
Chabane, Collins
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Data do documento
2012/01/01
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TIpo de documento
Documento de Trabalho
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No. do relatório
70048
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Nº do volume
1
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Total Volume(s)
1
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País
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Região
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Data de divulgação
2012/06/23
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Disclosure Status
Disclosed
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Nome do documento
South Africa - Improving government performance : a green paper : what gets measured, gets done
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Palavras-chave
outcome performance;performance management system;service delivery chain;Basic Education;performance culture;monitoring and evaluation system;clear lines of accountability;long term development;public sector institution;line of accountability;outcome measurement;political will;output measures;Access to Electricity;access to sanitation;process of negotiation;improved water source;sustainable resource management;system of performance;compliance with regulation;international good practice;public sector capacity;area of education;department of education;provincial education department;tax revenue increase;service delivery standard;public service culture;individual performance management;aids infection rate;risky sexual behaviour;policy on performance;service delivery modalities;performance measure and;public sector agency;delivery of service;Government Performance;lessons learnt;performance information;budget cycle;institutional mechanism;public entity;data architecture;intergovernmental coordination;budget process;government outcome;quality service;institutional design;intermediate outcome;resource input;government intervention;programme evaluation;delivery process;massive increase;civil society;corrective action;
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