scholarly journals Operationalising an effective monitoring and evaluation system for local government: Considerations for best practice

2017 ◽  
Vol 5 (2) ◽  
Author(s):  
Paul Kariuki ◽  
Purshottama Reddy
Keyword(s):  
South Africa ◽  
Local Government ◽  
Evaluation System ◽  
Participatory Design ◽  
Best Practice ◽  
Monitoring And Evaluation ◽  
High Quality ◽  
Services Delivery ◽  
Community Protests ◽  
Sustainable Services

Background: Post-apartheid South Africa faces major challenges in ensuring that it provides high quality and sustainable services that meet citizens’ expectations. The public wants local government that is not only responsive to their needs but also provides high quality services equitably to all people irrespective of their socioeconomic status. Sadly, basic services delivery has been on a downward spiral, characterised by ongoing community protests in many local municipalities. The article premises that municipalities need effective monitoring and evaluation systems to operate optimally.Objectives: The article sought to show that monitoring and evaluation is a critical development tool that needs to be supported by municipal political and administrative leadership to ensure that it functions optimally by offering citizen-responsive services.Method: The study focused on KwaZulu-Natal province, the second largest province in South Africa, predominantly rural with a significant poverty and underdevelopment. The study utilised a mixed method participatory design, comprising quantitative and qualitative approaches.Results: The study found that monitoring and evaluation capacity is low in the majority of municipalities besides the Metro. The municipalities were inadequately resourced with competent monitoring and evaluation human personnel, thereby stifling their capacity to deliver quality monitoring and evaluation services.Conclusion: The article concluded that effective monitoring and evaluation in local government that is responsive to citizens’ needs is a non-negotiable imperative for government. It recommended that municipalities be adequately resourced with competent monitoring and evaluation human personnel. This is important for strengthening their capacity to deliver efficient monitoring and evaluation services.

scholarly journals A Global Overview of Monitoring and Evaluation (M&E) and its Meaning in the Local Government Context of South Africa

2015 ◽  
Vol 3 (2) ◽  
pp. 5 ◽  
Author(s):  
Ngengelezi W.K. Masuku ◽  
E. O.C. Ijeoma
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Local Government ◽  
Public Administration ◽  
Best Practice ◽  
Secondary Data ◽  
Monitoring And Evaluation ◽  
Participatory Monitoring ◽  
Public Scholarship ◽  
Rural Municipalities

The article explores the global overview of M&E from the ancient governance perspective that has been ignored by the modern government in the African contest. African M&E approach is required in the local rural municipalities due to its complex and diverse set of problems. These problems are as a result of leadership dichotomy which is witnessed between Amakhosi and municipal authorities. Amakhosi have a role to hold municipal authorities accountable from a Citizen-Based Approach.  The underlying philosophy of the article is not about the discourse of the modernists and traditionalists around the evolution of M&E, but is how and in what ways M&E should be designed and planned for the implementation of a successful relevant M&E approach for local rural municipalities. The article made use of secondary data, gathered from various sources. Case studies of the international countries were also sourced through desktop to ascertain their best practice on M&E. The article concludes that the lack of M&E approach for the local government in the rural municipalities requires the Participatory Monitoring and Evaluation (PM&E) approach to allow stakeholders, including Amakhosi to assess the performance ofthe rural municipalities. The study is significant to the local and internal public scholarship of public administration since it bring approaches in M&E policy in the field of public administration. For example, indigenous African knowledge is critical in knowledge management.

scholarly journals Manajeman Mahasiswa Part-Time: Best Practice Perpustakaan UIN Sunan Kalijaga Yogyakarta

Pustakaloka ◽  
2016 ◽  
Vol 8 (1) ◽  
pp. 71
Author(s):  
Ida Nor'aini Hadna
Keyword(s):  
Program Implementation ◽  
Evaluation System ◽  
Best Practice ◽  
Program Planning ◽  
Monitoring And Evaluation ◽  
Student Activities ◽  
Student Management ◽  
Part Time Students ◽  
Service Activity ◽  
Part Time

<p><strong>Abstrak</strong>; Makalah ini ditulis dengan tujuan untuk menjelaskan tentang manajemen mahasiswa <em>part</em><em>-</em><em>time</em> yang telah dilakukan oleh Perpustakaan UIN Sunan Kalijaga. Hal ini perlu disampaikan karena masih banyak perpustakaan Perguruan Tinggi di Indonesia yang belum memberdayakan mahasiswanya untuk ikut bersama-sama mengelola perpustakaan melalui kegiatan mahasiswa <em>part</em><em>-</em><em>time</em>. Dalam makalah yang ditulis berdasarkan <em>best practice</em> ini akan dijelaskan berbagai hal dalam pengelolaan mahasiswa <em>part</em><em>-</em><em>time</em>, yaitu mulai dari (1) perencanaan program; (2) pelaksanaan program; (3) hasil pelaksanaan program; (4) sistem monitoring dan evaluasi; (4) dampak pelaksanaan program; sampai pada (5) perubahan sebagia akibat pelaksanaan program.</p><p>Berdasarkan hasil penelitian ini, maka diketahui bahwa program rutin kegiatan mahasiswa <em>part-time</em> di Perpustakaan UIN Sunan Kalijaga ini tidak hanya bermanfaat bagi perpustakaan UIN Sunan Kalijaga dalam memperlancar kegiatan layanan, tetapi program ini juga bermanfaat bagi mahasiswa itu sendiri, yaitu selain membuat mereka menjadi merasa bangga, juga membuat mereka menghargai waktu, membagi waktu belajar dan bekerja. Selain itu, bagi yang sudah bekerja setelah lulus, pengalaman selama menjadi mahasiswa <em>part</em><em>-</em><em>time</em> juga menjadi modal yang berharga dalam bekerja.</p><strong><em>Abstract</em></strong><em>; The aim of this paper is to explain the part-time student management that has been done by UIN Sunan Kalijaga Library. It needs to be submitted because many college libraries in Indonesia haven’t empower their students to participate together to manage the library through part-time student activities. In this paper that based on best practice will be explained various things in part-time student management, from (1) program planning; (2) program implementation; (3) program implementation result; (4) monitoring and evaluation system; (5) program implementation impact; until (6) change as a result of the implementation of the program. </em><p><strong><em></em></strong><em>Based on this research, noted that part-time students routine program activities in UIN Sunan Kalijaga Library is not only useful for UIN Sunan Kalijaga Library to facilitate the service activity, but this program is useful for the students themselves, which in addition will make them proud, also make them appreciate the time, manage their time for study and work. Moreover, for them who have been working after graduation, the experience during being a part-time student also becomes a valuable asset in working.</em></p><p><strong><em></em></strong><em><br /></em></p>

scholarly journals The emergence of government evaluation systems in Africa: The case of Benin, Uganda and South Africa

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Ian Goldman ◽  
Albert Byamugisha ◽  
Abdoulaye Gounou ◽  
Laila R. Smith ◽  
Stanley Ntakumba ◽  
...  
Keyword(s):  
South Africa ◽  
International Development ◽  
South African ◽  
Evaluation System ◽  
Early Stage ◽  
Monitoring And Evaluation ◽  
Evaluation Systems ◽  
African Development Bank ◽  
Government Capacity

Background: Evaluation is not widespread in Africa, particularly evaluations instigated by governments rather than donors. However since 2007 an important policy experiment is emerging in South Africa, Benin and Uganda, which have all implemented national evaluation systems. These three countries, along with the Centre for Learning on Evaluation and Results (CLEAR) Anglophone Africa and the African Development Bank, are partners in a pioneering African partnership called Twende Mbele, funded by the United Kingdom’s Department for International Development (DFID) and Hewlett Foundation, aiming to jointly strengthen monitoring and evaluation (M&E) systems and work with other countries to develop M&E capacity and share experiences.Objectives: This article documents the experience of these three countries and summarises the progress made in deepening and widening their national evaluation systems and some of the cross-cutting lessons emerging at an early stage of the Twende Mbele partnership.Method: The article draws from reports from each of the countries, as well as work undertaken for the evaluation of the South African national evaluation system.Results and conclusions: Initial lessons include the importance of a central unit to drive the evaluation system, developing a national evaluation policy, prioritising evaluations through an evaluation agenda or plan and taking evaluation to subnational levels. The countries are exploring the role of non-state actors, and there are increasing moves to involve Parliament. Key challenges include difficulty of getting a learning approach in government, capacity issues and ensuring follow-up. These lessons are being used to support other countries seeking to establish national evaluation systems, such as Ghana, Kenya and Niger.

scholarly journals Developing South Africa’s national evaluation policy and system: First lessons learned

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Ian Goldman ◽  
Jabulani E. Mathe ◽  
Christel Jacob ◽  
Antonio Hercules ◽  
Matodzi Amisi ◽  
...  
Keyword(s):  
South Africa ◽  
Evaluation System ◽  
Performance Monitoring ◽  
Service Providers ◽  
Government Expenditure ◽  
Monitoring And Evaluation ◽  
Lessons Learned ◽  
Policy Framework ◽  
Evaluation Policy ◽  
The Government

This article describes the development of the national evaluation system in South Africa, which has been implemented since 2012, led by the Department of Planning, Monitoring and Evaluation (DPME, previously the Department of Performance Monitoring and Evaluation) in the Presidency. It suggests emerging results but an evaluation of the evaluation being carried out in 2015 will address this formally. Responding to dissatisfaction with government services, in 2009 the government placed a major emphasis on monitoring and evaluation (M&E). A ministry and department were created, initially focusing on monitoring but in 2011 developing a national evaluation policy framework, which has been rolled out from 2012. The system has focused on improving performance, as well as improved accountability. Evaluations are proposed by national government departments and selected for a national evaluation plan. The relevant department implements the evaluations with the DPME and findings go to Cabinet and are made public. So far 39 evaluations have been completed or are underway, covering around R50 billion (approximately $5 billion) of government expenditure over a three-year expenditure framework. There is evidence that the first evaluations to be completed are having significant influence on the programmes concerned. The big challenge facing South Africa is to increase capacity of service providers and government staff so as to be able to have more and better quality evaluations taking place outside of as well as through the DPME.

PENGARUH OPINI AUDIT DAN KARAKTERISTIK PEMERINTAH DAERAH TERHADAP KINERJA PEMERINTAH KABUPATEN/KOTA DI INDONESIA

Equity ◽  
2017 ◽  
Vol 20 (1) ◽  
pp. 51
Author(s):  
Priyan Mardya Kusuma ◽  
Lulus Kurnasih
Keyword(s):  
Local Government ◽  
Local Governments ◽  
Evaluation System ◽  
Central Government ◽  
Monitoring And Evaluation ◽  
City Governments ◽  
Audit Opinion ◽  
Financial Report ◽  
Analysis Technique

Due to the increasing authority of local governments, a systematic monitoring and evaluation system is needed to measure performance achieved by a local government. From the financial side, the Local Government Financial Report (LKPD) shows the accountability of a local government. With the quality of financial statements and information in it, it is expected that the performance of local government can increase. The purpose of this research is to know the influence between audit opinion and the characteristics of local government represented by variable of level of local government wealth, level of dependency on central government, and regional expenditure on local government performance. Samples were conducted on 440 district / city governments in Indonesia in 2015. The data analysis technique used is multiple linear regression. Based on the test results found that the level of local wealth have a positive effect on the performance of local government. The level of dependence on the central government negatively affects the performance of local governments. While the variables of audit opinion and regional expenditure do not affect the performance of local government.

scholarly journals A reflection on the partnership between government and South African Monitoring and Evaluation Association

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Terrence Beney ◽  
Jabulani Mathe ◽  
Stanley Ntakumba ◽  
Ray Basson ◽  
Victor Naidu ◽  
...  
Keyword(s):  
South Africa ◽  
South African ◽  
Evaluation System ◽  
Monitoring And Evaluation ◽  
Capacity Development ◽  
Practical Implementation ◽  
South African Society ◽  
The Government ◽  
Professional Evaluation ◽  
Donor Agencies

Established in 2005, the South African Monitoring and Evaluation Association (SAMEA) is celebrating its tenth anniversary as a voluntary organisation for professional evaluation (VOPE). This VOPE occupies a special space in South African society as an independent and credible voice of monitoring and evaluation practitioners, drawing its membership from individuals working for government, academia, civil society, consultancies, donor agencies and private sector foundations, including students and the international community. As the biggest user of evaluations, government has become a natural partner for SAMEA since its first conferences organised in partnership with the Public Service Commission. The establishment of the Department of Performance (now Planning,) Monitoring and Evaluation (DPME) in the Presidency of South Africa in 2010 created new impetus for the institutionalisation of evaluation in government through the establishment of the National Evaluation System (NES). In 2012, DPME entered into a formal partnership with SAMEA to enhance monitoring and evaluation (M&E) capacity and continuous professional development. Working with the PSC and the DPME as well as other key partners like universities and development agencies, the role of SAMEA has been enhanced via the establishment of provincial associations, direct input to the development of government policy, evaluation standards, competencies and training – and co-hosting of high-profile conferences and workshops. The partnership between SAMEA and the government of South Africa is extremely useful for ensuring evaluation capacity development and institutionalisation of the practice in government and society. There have been tensions, especially as government’s role in evaluation has strengthened. However, the significance of the partnership between SAMEA and the DPME has gained international interest and appreciation because of its structured nature, mutual respect, collaboration on capacity development and practical implementation of innovative projects.

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