1.9.1 Chapter One Introduction and overview of the study
The overview of the study is presented through the aim, objectives and research questions to be answered. It was then followed by a brief description of the problems experienced in the local sphere of government and the significance of the study. To ensure valid research outputs and outcomes, the research design and methodology was clarified. Terms specific to the M & E field was then provided along with a brief exposition of the various chapters in the study was submitted.
1.9.2 Chapter Two Monitoring and Evaluation impacting governance, performance management and capacity development in Local Government.
Municipalities are public institutions that have to comply with the governance requirements of the public sector. Corporate, sustainable and co-operative governance leads to good governance.
Corporate governance involves the municipality complying with the relevant legislation, regulations and its own processes. The core objective of a municipality is to promote socio- economic development to its communities by providing services that are sustainable in terms of the service level and quality. Local Government being a separate sphere of government must co- operate with the National and Provincial Governments through good intergovernmental relationships to ensure good co-operative governance.
Governance is a prerequisite for performance. Performance in a municipality depends on its organisational culture and capacity to undertake its developmental functions. The governance;
performance management; and capacity development of a municipality is also influenced by relevant legislations, regulations and policies. The key legislations affecting local municipality performance is briefly explained. The challenge for the municipality is understanding and implementing the stipulations of the numerous legislations with its limited capacity.
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Monitoring and Evaluation positively influences governance, performance management and capacity development. The benefits of governance through M & E are improved transparency;
evidence-based decision making; accountability; and better service delivery. Monitoring and Evaluation influences performance by increasing the municipality‟s effectiveness, efficiency and economy. Capacity development is enhanced through the identification of performance gaps and the corrective actions to be taken.
1.9.3 Chapter Three Planning and implementation of Monitoring and Evaluation systems to achieve excellence in Local Government
Chapter Three begins with the conceptualisation of M & E and their complementary roles. The need for M & E systems is described since it is a critical element to a successful M & E system.
Since the factors determining the need for M & E systems vary in each municipality due to its specific circumstances, the readiness assessment of a municipality is discussed to ensure the M
& E system would be sustainable after its institutionalisation. To gain the maximum value from an M & E initiative the M & E models and frameworks must be evaluated to select the most appropriate model or framework. In this regard the logical framework; systems model;
participatory M & E model; and the Results-Based M & E models are discussed. The chapter concludes by investigating the influence of M & E to enhance excellence in municipalities which is the custodian of service delivery and is the communities first direct contact for service delivery. Municipalities therefore represent government as the provider of essential services for the communities.
1.9.4 Chapter Four Systems and performance management in Local Government environments to achieve excellence in municipalities.
Local Government is at the coal face of service delivery and is the initial direct contact of the communities with government. The current structure of Local Government developed through the transformation and legislative guidelines emphasise customer focussed service delivery. The evidence of Local Government performance indicates that the municipalities are experiencing many institutional and structural challenges to deliver on its socio-economic developmental goals. Where performance negatively affected service delivery to the communities, the National and Provincial Governments intervened through its legislative oversight roles.
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The municipality is a complex adaptive system consisting of a boundary, with many interdependent and interrelated subsystems that are driven to achieve service delivery goals.
Interactions occur between the subsystems itself, the system and the environment and between the subsystems and the environment. The challenges faced by the municipality extend throughout the general and specific environments. Therefore successful interventions need to develop systems thinking approach to address these issues. One of the mechanisms is the New Public Management (NPM) approach that requires the public sector to utilise business methods to effect better effectiveness and efficiencies.
The systems and NPM approach are integrated into the South African Excellence Model (SAEM), which consists of eleven elements. These elements allow the municipality to achieve excellence by monitoring and evaluating each element for their contributions towards achieving the desired outputs, outcomes and impacts. This integrated approach would enable the municipality to utilise the M & E system to enhance governance and achieve excellence.
1.9.5 Chapter Five Local, Regional and Global best practices in Monitoring and Evaluation.
Best practices in M & E enable previous lessons learnt to be utilised in future interventions resulting in the effective and efficient use of resources, time, participant engagement and knowledge acquisition. The success of an evaluation is also dependant on the purpose of the evaluation since it directs the intervention towards specific actions.
In Sub-Saharan Africa, M & E best practices are briefly reported from Uganda, Tanzania and Ghana. Uganda experienced high levels of corruption and poor service delivery from the health and education sector. Tanzania was challenged by poor service delivery and corruption with regards to financial allocations and used the World Bank to undertake the service delivery surveys. Ghana identified the lack of evaluation capacity as partly contributing to poor service delivery and engaged the Ghana Institute of Management and Public Administration to improve evaluation capacity development. Since South Africa also experiences high levels of corruption and poor service delivery; it should use external agents to undertake the surveys and Public
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Administration Leadership and Management Academy (PALAMA) to improve evaluation capacity development.
Internationally, the community record card system in India illustrates the advantage of community participation to assess the level of service delivery and to monitor the progress on improvements. South Africa also faces the challenge of poor community participation and service delivery protests. The use of the community record cards should be used to improve both service delivery and community participation. Both Australia and Chile have successfully implanted a GWMES and South Africa can use the lessons learnt to make its own GWMES to be more effective and efficient.
Due to the lack of a fully implemented GWMES the focus is on programme best practices in South Africa, namely, Integration of Waste Management Plans; HIV and AIDS programme; and the pro-poor economic development programmes are reviewed. It is evident that the correct planning, implementation and management of an M & E system can introduce significant improvements to the manner in which public sector organisations operate. The M & E interventions aided effective, efficient and economical use of resources; improved accountability and governance; and improved stakeholder participation. The best practices highlighted the success of M & E interventions to enhance good governance in the public sector.
1.9.6 Chapter Six Research design and methodology
The Chapter outlines the research design and methodology for the study. Research design, the selected plan for the research, is presented. The research methodology which entails the execution of the plan to enable the researcher to relate the research findings to the aims and objectives of the study is outlined.
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1.9.7 Chapter Seven Data analysis and interpretation
In Chapter Seven, the data from the questionnaires submitted to the municipal managers‟ office and the interviews with municipal staff were captured and analysed. The SPSS computer software was used to present the information in the form of tables and graphs. The key findings of the study were then discussed.
1.9.8 Chapter Eight Conclusions and recommendations
Chapter Eight briefly introduces the content and context of M & E in municipalities in KZN.
Broad conclusions are made in terms of the objectives of the study. Recommendations are offered to enhance corporate governance in municipalities in KZN.