Establishing a National M&E System in South Africa
South Africa has a number of actors with legal or constitutional mandates for monitoring and evaluation (M&E). There has been a major shift in emphasis concerning M&E since 2009, partially stimulated by a political need to improve service delivery, but also from the extensive exposure of both technocrats and political leadership to international experiences. As a result, the Ministry of Performance M&E was created in the Presidency in 2009, and the Department of Performance M&E (DPME) in January 2010. The DPME has introduced a number of initiatives since its establishment, including a focus on 12 government priority outcomes; the assessment of the quality of management performance of national and provincial departments; a new system of monitoring front-line services; a national evaluation system; and a municipal performance assessment tool, which is still in development. These tools have contributed to a major increase in the availability of evidence for policy and decision making. Rapid recent progress is due to strong support at the onset from South Africa s President, learning from international experience, and strong teams in DPME and the National Treasury. Despite these positive developments, significant challenges remain in ensuring the coherence of reform initiatives conducted by central government departments, improving administrative data quality, and establishing M&E as a core role of management.
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dig-okr-10986170842024-08-08T14:42:23Z Establishing a National M&E System in South Africa Goldman, Ian Engela, Ronette Akhalwaya, Ismail Gasa, Nolwazi Leon, Bernadette Mohamed, Hassen Phillips, Sean ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES South Africa has a number of actors with legal or constitutional mandates for monitoring and evaluation (M&E). There has been a major shift in emphasis concerning M&E since 2009, partially stimulated by a political need to improve service delivery, but also from the extensive exposure of both technocrats and political leadership to international experiences. As a result, the Ministry of Performance M&E was created in the Presidency in 2009, and the Department of Performance M&E (DPME) in January 2010. The DPME has introduced a number of initiatives since its establishment, including a focus on 12 government priority outcomes; the assessment of the quality of management performance of national and provincial departments; a new system of monitoring front-line services; a national evaluation system; and a municipal performance assessment tool, which is still in development. These tools have contributed to a major increase in the availability of evidence for policy and decision making. Rapid recent progress is due to strong support at the onset from South Africa s President, learning from international experience, and strong teams in DPME and the National Treasury. Despite these positive developments, significant challenges remain in ensuring the coherence of reform initiatives conducted by central government departments, improving administrative data quality, and establishing M&E as a core role of management. 2014-02-18T21:59:19Z 2014-02-18T21:59:19Z 2012-09 http://documents.worldbank.org/curated/en/2012/09/17451373/establishing-national-system-south-africa https://hdl.handle.net/10986/17084 English en_US PREM Notes;No. 21 CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ application/pdf text/plain World Bank, Washington, DC |
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Banco Mundial |
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Estados Unidos |
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US |
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Bibliográfico |
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En linea |
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dig-okr |
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biblioteca |
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America del Norte |
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Biblioteca del Banco Mundial |
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English en_US |
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ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES |
| spellingShingle |
ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES Goldman, Ian Engela, Ronette Akhalwaya, Ismail Gasa, Nolwazi Leon, Bernadette Mohamed, Hassen Phillips, Sean Establishing a National M&E System in South Africa |
| description |
South Africa has a number of actors with
legal or constitutional mandates for monitoring and
evaluation (M&E). There has been a major shift in
emphasis concerning M&E since 2009, partially stimulated
by a political need to improve service delivery, but also
from the extensive exposure of both technocrats and
political leadership to international experiences. As a
result, the Ministry of Performance M&E was created in
the Presidency in 2009, and the Department of Performance
M&E (DPME) in January 2010. The DPME has introduced a
number of initiatives since its establishment, including a
focus on 12 government priority outcomes; the assessment of
the quality of management performance of national and
provincial departments; a new system of monitoring
front-line services; a national evaluation system; and a
municipal performance assessment tool, which is still in
development. These tools have contributed to a major
increase in the availability of evidence for policy and
decision making. Rapid recent progress is due to strong
support at the onset from South Africa s President, learning
from international experience, and strong teams in DPME and
the National Treasury. Despite these positive developments,
significant challenges remain in ensuring the coherence of
reform initiatives conducted by central government
departments, improving administrative data quality, and
establishing M&E as a core role of management. |
| topic_facet |
ACCOUNTABILITY AUDITING AUDITOR BASIC BEST PRACTICES BUSINESS PROCESSES CAPABILITY COMMUNITIES COMPLAINT COMPLAINTS COMPONENTS CORRUPTION CRIME DATA ANALYSIS DATA QUALITY ELECTRICITY FINANCIAL ADMINISTRATION FINANCIAL MANAGEMENT HUMAN RESOURCE HUMAN RESOURCES IMPACT OF INTERVENTIONS INDEPENDENT MONITORING INITIATIVE INTERNAL MONITORING INTERVENTION JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEARNING M&E SYSTEMS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MINISTER MINISTERS MONITORING DATA MONITORING TEAMS MONITORING VISITS MONITORS MOTIVATION NETWORKS OUTPUTS PERFORMANCE MONITORING POLICE POLICY FRAMEWORK POLICY FRAMEWORKS POLITICIANS POVERTY REDUCTION PROBLEM SOLVING PROCESS INDICATORS PROGRAM IMPLEMENTATION PROGRAMS QUALITY OF PUBLIC SERVICES QUALITY OF SERVICES QUERIES RESULT RESULTS RULING PARTY SAFETY SERVICE DELIVERY SERVICES TO CITIZENS SITES SOCIAL DEVELOPMENT SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT TARGETS TECHNICAL M&E TECHNICAL SUPPORT TOP MANAGEMENT TRAINING COURSES TRANSLATION USER USERS USES |
| author |
Goldman, Ian Engela, Ronette Akhalwaya, Ismail Gasa, Nolwazi Leon, Bernadette Mohamed, Hassen Phillips, Sean |
| author_facet |
Goldman, Ian Engela, Ronette Akhalwaya, Ismail Gasa, Nolwazi Leon, Bernadette Mohamed, Hassen Phillips, Sean |
| author_sort |
Goldman, Ian |
| title |
Establishing a National M&E System in South Africa |
| title_short |
Establishing a National M&E System in South Africa |
| title_full |
Establishing a National M&E System in South Africa |
| title_fullStr |
Establishing a National M&E System in South Africa |
| title_full_unstemmed |
Establishing a National M&E System in South Africa |
| title_sort |
establishing a national m&e system in south africa |
| publisher |
World Bank, Washington, DC |
| publishDate |
2012-09 |
| url |
http://documents.worldbank.org/curated/en/2012/09/17451373/establishing-national-system-south-africa https://hdl.handle.net/10986/17084 |
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| _version_ |
1807157221843271680 |