As a result, monitoring and evaluation (M&E) has developed into an important practice in driving the transformation of the South African Public Service. In 2009, the Ministry of Performance M&E was established in the Presidency, and in January 2010, the Department of Performance Monitoring and Evaluation (DPME) was established.
Background
In 2009, the Ministry of M&E was established in the Presidency and the Department of Performance Monitoring and Evaluation (DPME) was established in January 2010, (Goldman, 2013:1). However, it is imperative to examine the effectiveness of monitoring and evaluation, understanding its progressive stages and the approaches adopted in the implementation of M&E in the South African public service.
General and Specific Objectives
These desired objectives and contrasting challenges represent the limits and possibilities of monitoring and evaluation in the South African government and specifically in the case study department, KZN CoGTA.
Research Questions
Research Methodology
- Methodology
- Data Collection Methods
- Sampling
- Data Analysis
These documents have been developed by the M&E Unit to report on the performance measurement of the various programs at KZN CoGTA. The role of the KZN CoGTA M&E unit is to coordinate monitoring as well as assessment, analysis and evaluation of the department's overall performance.
Structure of Dissertation
It is not tied to any pre-existing theoretical framework, so it can be applied within different theoretical frameworks (though not all) and can be applied to different things within them. Therefore, thematic analysis can be a method that works to reflect reality as well as uncover or reveal its surface (Braun & Clarke, 2006).
Introduction
Public Policy
Managing Public Policy Implementation
Hamilton-Smith (2002) argues that the growth of the neoliberal approach and political ideology has caused the rise of the new managerialist approach to program management. The result of this is a rather simplistic and inappropriate management of public services and their public policies (Hamilton-Smith, 2002:1).
Factors for Successful Policy Implementation
They must be used as part of the project's input to support implementation activities (Crosby, 1996:7). This study examines the effectiveness of the different approaches used in the implementation of M&E.
Approaches to Policy Implementation
This approach identifies the critical role of other actors in policy implementation and in the various preceding stages of the policy cycle, including the subsequent monitoring and evaluation stage, which will be discussed next. iii). It identifies the critical role of other actors in policy implementation and in the various preceding stages of the policy cycle, including the subsequent monitoring and evaluation stage discussed below.
Monitoring and Evaluation
Purposes and Uses of M&E
The purpose for which monitoring and evaluation is used determines the particular orientation of each evaluation (PSC, 2008: 4). Finally, monitoring and evaluation are carried out to inform and enable decision makers to judge the merit and value of an intervention (DPME, 2013a).
Types of Evaluation
Approaches to Monitoring and Evaluation
Evidence-based policy making (EBP) is based on the assumption that government policy action can be based on the acquisition and analysis of good evidence developed through social science research (Sanderson, 2015). Measuring effectiveness involves measuring how well the resources have been used in the pursuit of the results.
Models of Monitoring and Evaluation
It also examines how M&E at KZN CoGTA is organized to support the delivery of the department's planned change. Additionally, it also looks at how CoGTA's theory of change influences the design of the department's M&E system. Structural arrangements within KZN CoGTA are discussed as important for evaluating the impact of policies and projects.
Organisational Design and Culture
Burke (2002) says that change in strategy means that the organization's culture must also be adapted if success of the overall change effort is to be realized. The specifications of this electronic system should effectively support the implementation of the institution's M&E strategy and must be integrated with the IT systems of the institution, (Presidency, 2007: 12).
Conclusion
It is also important to consider the level of compliance with the M&E system once it has been developed in the institution (Presidency, 2007: 12). The next chapter describes the legislative and policy framework of the GWM&E system in South Africa.
Introduction
CHAPTER THREE: Policy and Legislative Framework for Monitoring and Evaluation in South African Government Departments. 30 The Constitution (1996), the Public Financial Management Act (1999), the Public Service Act (1999) as amended, the Statistics Act (1999) and the Public Audit Act (No. 25 of 2004) are legislation that indirectly inform M&E as well as monitoring and evaluation at various levels of the South African government and its departments.
The Constitution of the Republic of South Africa
The Constitution of the Republic of South Africa is the supreme law of the land and informs policy and legislation for tracking and measuring government performance and accountability by articulating very specific requirements for government monitoring and evaluation. The mandate of the Public Service Commission is to investigate and evaluate the performance of personnel as well as the processes of public administration and then report to the relevant executive and legislative authority, (RSA, 1996).
Statistics Act 6 of (1999)
People's needs being responded to and encouraging greater participation in the political decision-making process.
33 all state bodies within those governments, to facilitate coordination in the implementation of policies and legislation, including coherent government; effective provision of services; When exercising their statutory powers or performing their statutory functions, the various levels of government must consult with other affected state bodies in accordance with formal procedures, as determined by any legislation in force, (Intergovernmental Relations Framework Act, 2005 ).
Implementing the Government-Wide Monitoring and Evaluation System, (GWM&E)
The Intergovernmental Relations Framework Act, 2005 supports the implementation of a Government-wide Monitoring and Evaluation System, which itself is an intergovernmental M&E guideline.
South African National Evaluation Policy Framework
Purposes and Uses of GWM&E
The objectives of the GWM&E system are outlined in the Policy Framework for the Public Monitoring and Evaluation System (2007). Improved M&E of provincial results and impact in relation to provincial growth and development plans;.
Monitoring and Evaluation Methods: Structures and Tools for implementing M&E
The DPME has also developed the National Evaluation Plan (2012), which is a tool that sets evaluation objectives for South African government departments. The National Evaluation Plan (NEP) describes the details of the evaluation of interventions that address priority national issues (Presedstvo, 2012a: 1).
The Outcomes Approach to Monitoring and Evaluation
39 While a number of procedures that have been adopted by the South African public sector to ensure M&E practices have been discussed, it is also important that the M&E processes are considered to explain what role different ones perform at different stages of conception . and implementation of M&E.
Organisational Design and Processes for M&E
They are also responsible for ensuring that M&E information is collected, analysed, verified and used in decision-making processes. These officials can cooperate with the M&V units which are part of the M&V structures responsible for ensuring the implementation of M&V.
Conclusion
Introduction
Background: The KwaZulu Natal Department of Cooperative Government and Traditional Affairs
CHAPTER FOUR: Case Study of the KwaZulu Natal Department of Cooperative Government and Traditional Affairs. The M&E Unit is part of the Administration Division of the Department at KZN CoGTA.
Organizational Structure of KZN CoGTA
Second, a Monitoring Unit consisting of a Director/Manager (Monitoring), a Personal Assistant and two (2) Deputy Managers, one (1) Assistant Manager (current vacancy) and one (1) Data Collector. The two units (monitoring and evaluation) consist of a group of M&E staff who have specific roles and responsibilities that work to achieve the mandate of the KZN CoGTA M&E unit.
Processes for Implementing Monitoring and Evaluation at KZN CoGTA
As the KZN CoGTA M&E units consist of two distinct sub-units, the first branch, which is the monitoring unit, develops and maintains an integrated performance management system and monitors the achievement of targets against budget. Second, it sought to understand the role of M&E in realizing the mandate of the KZN CoGTA.
Human Resources for Implementing Monitoring and Evaluation
The role of the Assistant Managers (Evaluations) is to support the implementation of the reporting and evaluation system within the department as well as national and provincial, policy and legislation and processes that support reporting and evaluation in government (KZN CoGTA, 2015). What are the experiences of the implementing agents of monitoring and evaluation systems at KZN CoGTA.
Purposes and Uses of Monitoring and Evaluation
Conclusion
The government-wide monitoring and evaluation that guides the implementation of M&E in the South African public service was discussed. It is discussed to establish the limits and possibilities of M&E in the South African public administration.
Introduction
Purposes of Monitoring and Evaluation within KZN CoGTA
Evidence Based Policy Making
This emphasis on evidence in the participants' responses is only partially to the theoretical bases for understanding the purpose of M&E as evidence-based. Evidence-based policy making (EBP) is based on the assumption that government policy action can be based on the acquisition and analysis of good evidence developed through social science research (Sanderson, 2015).
Outcomes Evaluation
It is noticeable that in the conceptualization of the purpose of M&E expressed by the respondent above, the emphasis is also on the use of evidence. Respondents presented their understanding of the purposes of M&E as performance tracking.
Organizational learning
Understanding the purpose of M&E as a means of influencing decision-making confirms M&E as a critical stage in the cyclical exercise of policy making. On the one hand, “the monitoring side of it, they monitor the performance of each indicator that they put in the Annual Performance Plan (JP), then managers implement their indicators by doing the activities.
Implementation of Monitoring and Evaluation
Organizational Culture and Structure
Results-Based Monitoring
The purpose of M&E stated by respondents highlighted the processes specifically adopted by the KZN CoGTA M&E unit. These purposes are consistent with the objectives set out by the South African Public Service Commission.
Approaches to M&E in the KZN COGTA
Impact and Outcomes Orientated Evaluation
The respondents were asked what they have identified from the implementation of M&E in the department. This is the first thing on a national level that I think the DPME needs to clarify”, (R-4).
Implementing Results-based M&E system
I think we've tried to change perceptions to make sure that our colleagues who are our customers, when we're evaluating we're not there to find fault, we're looking for what works and what doesn't work. Since last year we decided to have policies and research, to have internal audit, to have Performance Monitoring and Evaluation related to the municipalities, so since we are all doing something almost similar, why we don't partner internally to say if we go out and if it's too much then I'll partner with Research so they'll help me with data collection just to address the capacity issue but yeah capacity is one of the challenges ", (R-1).
Implementation Processes of Monitoring and Evaluation
So before we even start doing the evaluation, we actually present the terms of reference or the evaluation plan, where they (the project managers) can add, maybe there are other things they want us to look at.” We actually use a data collection tool based on which the plan evaluations actually do data collection.”
Managing DPME Monitoring and Evaluation Mandate
They approve our annual performance plans, together with the Prime Minister's Office and the provincial Ministry of Finance. Once DPME has funded the evaluations, the reports should go to the DPME office.
Challenges of Implementing M&E at the KZN COGTA
Amidst the challenges, the M&E unit at KZN CoGTA has identified some solutions to try to address capacity challenges in the unit. They are just so passionate in the sense that they see that most of the M&E information helps identify problems” (R-3).
Successes of Monitoring and Evaluation
The different views of the respondents confirm that M&E information can be used when its use is adopted as a mandatory requirement for project managers. While the responses from the participants reveal that M&E information is used to plan and influence the nature of corrective actions, the following section discusses some of the implementation challenges experienced in implementing M&E.
Conclusion
The aim was to investigate the experience of implementing agents of the M&E system in KZN - COGTA. DPME, (2015), Strategic Plan 2015-2020 of the Department of Planning, Monitoring and Evaluation, Presidency: Department of Performance Monitoring and Evaluation:.
Interview Guide for Monitoring and Evaluation Unit (KZN CoGTA)
KZN CoGTA Evaluation Recommendations: Implementation Plan (Template)
KZN CoGTA Monitoring and Evaluation Cycle
