An assessment of the process and institutional requirements of monitoring and evaluation systems in government : a case study of the KwaZulu-Natal Department of Arts and Culture

Mtshali, Jephrey Mfuniseni (2014-04)

Thesis (MPA)--Stellenbosch University, 2014.

Thesis

ENGLISH ABSTRACT: This research study was motivated by the apparent disparities and incoherence in monitoring and evaluation (M&E) in government departments in South Africa. An in-depth study was undertaken with the objective to assess the processes followed in designing, developing and sustaining an M&E system. The study also looked into the institutional requirements and arrangements of M&E in government. The aim was formulate recommendations which could be modeled against to improve the M&E systems in government. In conducting a literature review, emphasis was placed on the theoretical and conceptual frameworks as well as policy and legislative frameworks relevant to M&E. The study followed a qualitative research design and included empirical and ethnological research which followed a case study approach. The primary data was sourced through semi-structured questionnaires or a research schedule which was administered through interviews. The sample considered was comprised of senior management of the Department of Arts and Culture, the M&E unit, focus groups and the Office of the Premier. A content analysis of the key documentation relating to M&E was also conducted. The study found that institutionalisation transcended beyond structural and organisational arrangements and looked into issues of governance, human resources, value systems, training, capacity and professional associations. However, the readiness assessment was not conducted to determine the level at which these traits were in the department. It was noted that the department had cultivated a sufficient culture of M&E within itself which was manifested its high placement on the agenda of management meetings. It was noted that there were sufficient policy and legislative frameworks to support M&E in government. It was also found there was no systematic and logical process followed, as recommended by Kusek and Rist (2004), in designing, building and sustaining results-based M&E in the department. Based on the findings, the researcher recommended that M&E training be provided to staff in the department and the readiness assessment be conducted thereafter in order to identify the gaps in this programme and put relevant interventions in place.

AFRIKAANSE OPSOMMING: Die navorsing is aan die gang gesit deur die klaarblyklike verskille en onsamehangendheid in monitering en evaluasie (M&E) in Regeringsdepartemente in Suid-Afrika. ’n Diepgaande studie is toe onderneem waarvan die doelwitte was om die prosesse te assesseer wat gevolg is in die ontwerp, ontwikkeling en onderhouding van ’n M&E-stelsel. Die studie het ook gekyk na watter vereistes en reëlings nodig is om M&E in die Regering in te stel. Die doel daarvan was om aanbevelings te maak wat gebruik kan word om die M&E-stelsels in die Regering te verbeter. Met die navorsing wat in literatuur gedoen is, is die klem gelê op die teoretiese en konsepsionele raamwerke sowel as op beleids- en wetgewende raamwerke wat met M&E verband hou. Die studie het ’n kwalitatiewe navorsingsontwerp gevolg en het empiriese en etnologiese navorsing ingesluit wat ’n gevallestudie-benadering gevolg het. Die primêre data is verkry deur semi-gestruktureerde vraestelle of ’n navorsingslys wat toegepas is deur middel van onderhoude. Die groep wat as voorbeeld gebruik is, het bestaan uit senior-bestuur van die Departement, M&E-eenheid, fokusgroepe en die Kantoor van die Premier. ’n Ontleding van die inhoud van sleuteldokumentasie wat met M&E verband hou, is ook gedoen. Die studie het gevind dat institusionalisering verder gestrek het as strukturele en organisatoriese reëlings en het gekyk na kwessies van bestuur, menslike hulpbronne, waardestelsels, opleiding, kapasiteit en professionele verenigings. Maar die gereedheidsassessering is nie gedoen om te bepaal op watter vlakke hierdie eienskappe in die Departement bestaan nie. Daar is opgelet dat die Departement ’n voldoende kultuur van M&E in die Departement aangekweek het wat geopenbaar is deurdat M&E hoog op die agenda van bestuursvergaderinge geplaas is. Daar is opgelet dat daar voldoende beleids- en wetgewende raamwerke in die Regering is om M&E te ondersteun. Daar is ook gevind dat geen stelselmatige en logiese proses gevolg is, soos aanbeveel deur Kusek en Rist, in die ontwerp, ontwikkeling en onderhouding van Resultaat-gegronde M&E in die Departement nie. Die navorser het, op grond van die bevindings, aanbeveel dat opleiding oor M&E aan personeel in die Departement gegee word en die gereedheidsassessering daarna gedoen word om gapings te identifiseer en toepaslike tussenkomste in werking te stel.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/86682
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