Transcript Monitoring, Evaluation and Reporting Workshop Consolidated

Branch: Monitoring & Evaluation
Monitoring, Evaluation and Reporting
Workshop Report Presentation
Presented by: Mohanuoa Mabidilala
1
Background purpose and objectives
Background
• The theme of the workshop was: Monitoring, Evaluation and
Reporting for sustainable service delivery
Purpose
• To institutionalise Monitoring, Evaluation and Reporting across the
three spheres of government to support the monitoring of Local
Government service delivery
The key objectives of the workshop were to:
• To familiarise participants on the implementation of the GWM&E
plan
• To develop an integrated approach for monitoring, reporting and
evaluating the implementation of the 5 yr LG Strategic Agenda
• To address capacity challenges in the three spheres of government
• To define roles and responsibilities of national, and provincial
departments of Local Government in Monitoring, Evaluation and
Reporting
2
The Workshop Report
The Workshop Report covers:
• The structure of the workshop wherein presentations were made by:
– the Presidency, National Treasury, OPSC, SAMDI, the dplg,
Mpumalanga and Kwa-Zulu Natal Provincial Departments of Local
Government
•
The deliberations and outcomes of the five commissions that
addressed the following:
– Commission 1:
Interim reporting system and institutional
arrangements for monitoring the implementation of the 5-Year Local
Government Strategic Agenda
– Commission 2:
Capacity building for monitoring, evaluation and
reporting for local government
– Commission 3:
Monitoring, Evaluation and Reporting Strategy for
Local Government
3
The Workshop Report continued ….
– Commission 4:
Proposals to address monitoring, evaluation and
reporting challenges in local government
– Commission 5:
Roles and responsibilities for national, provincial
and Provincial Departments of Local Government in monitoring,
evaluation and reporting
• The identified challenges
• A summary of the critical success factors
• A consolidation of the key actions that emerged from the 5
commissions
• The way forward and immediate actions
4
Key issues raised in the presentations
Presidency
•
Establishment of Forum of departmental GWM&E officers
•
Developing a set of sustainable measurable indicators that are linked to specific
data sets and data collection systems
National Treasury
•
The non-financial data on service delivery submitted in the QPR Database will be
used to draft a performance report for the sector. The outcome of the report will
be shared with all role players in government, to ensure data integrity
OPSC
•
The act of monitoring (on-going vigilance) keeps projects “alive in the minds of
implementers and policy makers alike”
•
The sustainable question can only be answered if there is monitoring AND
evaluation
SAMDI
•
Accreditation of departmental M&E systems (principles and standards), capacity
(personnel), reporting and database (reporting templates, indicators, data
collection and analytical techniques) would probably have to take place.
5
Key issues raised in the presentations
DPLG M&E Strategy
•
The dplg has been mandated to ensure that the necessary capacity is established at
all 3 spheres to monitor, evaluate and report on the implementation 5-Year Local
Government Strategic Agenda Implementation Plan
Readiness assessment
•
Provincial Departments of Local Government must establish an M&E and Reporting
capacity within the Department
Mpumalanga
•
The introduction of the Plan and The operational strategy signaled a need to
summon IGR Structures in Mpumalanga
–
The Premier’s Coordinating Forum (PCF)
–
The Munimec (Municipalities and MEC Forum)
–
The Provincial Management Committee (PMC)
–
The Municipal Managers and the HOD (Muniman)
–
The Senior’s Meeting
Systems of monitoring
•
•
DIMS - M&E and Reporting function is critical as District Municipality must keep track
of all national, provincial, local municipal and own projects
The dplg - Piloting of the PPO system to monitor PC municipalities and Presidential
Izimbizo resolution
6
General key challenges
•
•
•
•
•
•
Lack of standard reporting formats, templates, terminology,
definitions, KPIs, baselines and targets
Reporting is often a crisis in government departments. Is M&E
is a core management function (performance management) or a
compliance function requested by other oversight agencies?
M&E is not a part of core business process systems, as no time,
capacity and resources are indicated towards it in planning
processes (strategic and operational). One cannot separate
planning, budgeting, monitoring, evaluation and reporting
functions within the context of inter- government
Confusion of roles & responsibilities of OTP & depts of LG on
Planning, M & E & Reporting
Misalignment of the IDP, national and provincial depts strategic
plans to the 5yr LG Strategic agenda – not widely known
Lack of institutional arrangements for M&E and Reporting
Current evaluation practice is limited to process rather than
impact evaluation (limited impact and outcome indicators)
7
General Critical Success Factors
•
•
•
•
•
•
•
•
Role and responsibility clarification across all spheres
Resources , financial, human and operational resources
Use of a common language across government as a whole
Integration and co-ordination of work of national, provincial and
local sphere on Planning, M & E & Reporting
Any M&E capacity building plan/strategy is preceded by a
thorough needs analysis at all levels of local government
(municipal, district, metro).
Standardized / simple / user friendly reporting template that can
be rolled up from local to national level in respect of KPIs,
targets, baselines, formats that are aligned (sector departments,
clusters, PCC etc)
Mapped process of reporting – information flow and timelines for
reporting
Harmonise the legislative requirements with the 5yr LG strategic
agenda
8
Way forward
•
•
•
The dplg will consolidate the report backs
from all 5 commissions into a report – (due
dates, responsibilities).
An implementation plan will be developed to
monitor resolutions taken in this workshop
Immediate action

Communication of the LG agenda will be
strengthened to focus on national and provincial
sector dept, districts municipalities and ward
committees (DLG&H – All Provinces, GCIS &
dplg, SALGA)
9
Immediate action


•
Development of KPIs for LG – specific types of
indicators – inputs, outputs, outcome and impact
(both quantitative and qualitative) – this will
enable us to both monitor and evaluate (Task
Team established)
Standardisation of terminology and M&E
processes and procedures for SA – road map
(through the GWM&E working group)
Establish M&E structures at all levels – to
elevate the monitoring, evaluation and
reporting on the 5yr LG Strategic Agenda
10
Way forward
• Provinces to cascade the resolutions of
this workshop - suggest the provincial
workshops be conducted involving all
IGR structures (institutionalise the 5yr
LG strategic agenda)
• Provinces to develop M&E and
Reporting framework aligned to the dplg
and GWM&E framework
11
Recommendations
• That branches responsible for provinces
should support implementation of the
resolutions taken at the workshop
• That the CD M&E will provide technical
support to both the branches and the
provinces for the successful
implementation of the 5yr LG Strategic
Agenda
12
Conclusion
Comments and questions
Kea leboha
13