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Working Paper

Implementing a Government-wide Monitoring and Evaluation System in South Africa

ACCOUNTABILITY ACCOUNTABILITY RELATIONSHIPS ACCOUNTING ACTION PLAN ADMINISTRATIVE PROCESS ADMINISTRATIVE PROCESSES ANNUAL BUDGET ANNUAL BUDGETS ANNUAL PERFORMANCE ANNUAL REPORT ANNUAL REPORTING ANNUAL REPORTS APPLICATION OF INFORMATION APPROPRIATIONS ASSETS AUDITOR AUDITOR-GENERAL BASELINE DATA BASIC BASIC SERVICE BASIC SERVICES BEST-PRACTICE BUDGET ALLOCATION BUDGET ALLOCATIONS BUDGET DECISION BUDGET REFORMS BUDGET STRUCTURE BUSINESS PROCESSES CAPABILITY CAPACITY BUILDING CAPACITY CONSTRAINTS CAPACITY-BUILDING CENTRAL AGENCIES CENTRAL GOVERNMENT CITIZEN SURVEYS CIVIL SERVANT CIVIL SERVANTS CIVIL SERVICE CIVIL SOCIETY COLLECTED REVENUES COMMUNITIES COMPONENTS CONFIDENCE COPYRIGHT CORRUPTION COST-BENEFIT ANALYSIS CREATION OF POLICIES CREDIBLE EVIDENCE CRIME CUSTOM DATA AVAILABILITY DATA COLLECTION DATA MANAGEMENT DATA MINING DATA QUALITY DATA REQUIREMENTS DATA SOURCES DATABASE INFORMATION DECENTRALIZATION DELIVERY TIMES DEMOCRACY EARLY WARNING SYSTEM ECONOMIC ACTIVITY ECONOMIC DEVELOPMENT ECONOMIC GROWTH ELECTRICITY END USERS ENTRY POINTS ETHICS EVALUATION METHODOLOGY EXCHANGE RATE EXPENDITURE DATA EXPENDITURE PROGRAM EXTERNAL CONSULTANTS FACSIMILE FINANCE MANAGEMENT FINANCIAL MANAGEMENT FISCAL ACCOUNTABILITY FUNCTIONALITY GOOD GOVERNANCE GOVERNMENT PERFORMANCE GOVERNMENT POLICIES GOVERNMENT POLICY GOVERNMENT PRIORITIES GOVERNMENT REVENUE HARMONIZATION HEALTH CARE HUMAN RESOURCE HUMAN RESOURCES HUMAN RESOURCES MANAGEMENT IMPLEMENTATION PERIOD IMPLEMENTATION PLAN IMPLEMENTATION PROCESS IMPLEMENTATION PROCESSES INFORMATION ASYMMETRIES INFORMATION FLOWS INFORMATION SERVICES INFORMATION SHARING INFORMATION SYSTEM INFORMATION SYSTEMS INFORMATION TECHNOLOGY INITIATIVE INNOVATION INSTITUTION INSTITUTIONAL CAPACITY INTEGRITY INVENTORY INVESTIGATIONS JUSTICE KNOWLEDGE MANAGEMENT LEADERSHIP LEGAL BASIS MANAGEMENT SYSTEM MANAGEMENT SYSTEMS MATERIAL MEDIA MEDIUM-TERM EXPENDITURE MEDIUM-TERM EXPENDITURE FRAMEWORK MEMBER COUNTRIES METADATA MINISTER MINISTERS MINISTRY OF FINANCE MUNICIPAL GOVERNMENTS MUNICIPALITIES NATIONAL GOVERNMENT NATIONAL PRIORITIES NETWORKS ORGANIZATIONAL CULTURE ORGANIZATIONAL PERFORMANCE ORGANIZATIONAL STRUCTURES OUTCOME INDICATORS OUTCOME MEASURES OUTPUT MEASURES PERFORMANCE AGREEMENTS PERFORMANCE ASSESSMENT PERFORMANCE AUDITING PERFORMANCE BUDGETING PERFORMANCE CULTURE PERFORMANCE DATA PERFORMANCE EVALUATION PERFORMANCE INDICATORS PERFORMANCE INFORMATION PERFORMANCE MANAGEMENT PERFORMANCE MEASUREMENT PERFORMANCE MEASURES PERFORMANCE MONITORING PERFORMANCE REPORTING PERFORMANCE TARGETS POLICY FORMULATION POLICY FRAMEWORK POLITICIANS PRIVATE SECTOR PROGRAM PERFORMANCE PROGRAMS PROTOCOLS PROVINCIAL GOVERNMENTS PUBLIC ADMINISTRATION PUBLIC AGENCIES PUBLIC AUDIT PUBLIC ENTITIES PUBLIC EXPENDITURE PUBLIC EXPENDITURE MANAGEMENT PUBLIC EXPENDITURE REFORM PUBLIC FINANCE PUBLIC INSTITUTION PUBLIC INSTITUTIONS PUBLIC MANAGEMENT PUBLIC OFFICIALS PUBLIC RESOURCES PUBLIC SECTOR PUBLIC SECTOR EFFICIENCY PUBLIC SECTOR REFORM PUBLIC SERVICE PUBLIC SERVICE DELIVERY PUBLIC WORKS QUALITY ASSURANCE QUALITY OF SERVICE REFORM AGENDA REFORM PROCESSES REFORM STRATEGIES REGISTERS REGULATORY ENVIRONMENT RESOURCE ALLOCATION RESOURCE ALLOCATION DECISIONS RESOURCE ALLOCATION PROCESS RESULT RESULTS REVENUE SOURCES SANCTIONS SANITATION SERVICE DELIVERY SOCIAL DEVELOPMENT STRATEGIC PLANS STRATEGIC POLICY SUPPLY CHAIN SUPPLY CHAIN MANAGEMENT SYSTEM DEVELOPMENT TARGETS TECHNICAL ASSISTANCE TELEPHONE TRAINING COURSES TRANSACTION TRANSPARENCY TURNAROUND TIME TURNOVER RATES USE PERFORMANCE INFORMATION USER USERS USES VERIFICATION WEBSITE
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World Bank, Washington, DC
Africa | South Africa
2017-07-17T18:50:55Z | 2017-07-17T18:50:55Z | 2010-07

Monitoring and evaluation (M&E) is an extremely complex, multidisciplinary and skill intensive endeavor. Government-wide M&E is even more so because it requires detailed knowledge across and within sectors, as well as of interactions among planning, budgeting, and implementation functions in the public sector. The situation is complicated even further when the machinery of government is decentralized, with powers and functions distributed across three spheres of government. This paper outlines the process of implementing a government-wide monitoring and evaluation (GWM&E) system in South Africa. The first section sketches the context that created the impetus for establishing such a system. This context is clearly shaping the evolution of the system and influencing its longer-term sustainability. The second section outlines the various stages of conceptualizing and implementing the GWM&E system, which is currently very much a 'work in progress.' The third section reviews international experiences for lessons learned, which may also be germane to the South African context, noting similarities and differences in approach. Some of the critical implementation factors relate to the role of political leadership and championing of M&E, incentives for promoting usage of M&E findings, dealing with information and data constraints, capacity building, "ownership" of the M&E system by line ministries and other agencies, and managing the challenges of change. The fourth section examines a range of challenges and difficulties encountered in South Africa. The final section reflects on lessons distilled from the South African experience to date.

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