South African Monitoring and Evaluation Association

Integrating M&E in organisations

A Case Study: the Mpumalanga Economic Growth Agency

Richard Jewison and Themba Msipha

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MEGA

Formed from 2 development agencies Meec MII

Key focus: Loans to SMMEs, trade promotion, mobilising investment, property provision

Merger process started in September 2005 Merger took place 1 April 2006

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Thesis

That M&E cannot stand alone – it is part of improving organisational effectiveness

There are many factors that cause monitoring and evaluation not to be done effectively in the SA public service

An Organisation Development approach might assist in identifying and overcoming some of the challenges

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Performance management framework

Annual performance

plan/Business plan

Monitoring and reporting

Strategic Plan

Operational plan

Job descriptions/ Performanceagreements

Performance management

Evaluation

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The “7S” model (adapted)

Strategy Structure Systems Staffing Skills Style and Shared values (adapted for the purpose of

this study to focus on relationships and culture)(adapted from: Bradach, J. (1996) Organisational alignment: the 7 – S model. Boston: Harvard Business School.

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Use the “7S” model to assess M&E

Process Critique of MEGA in relation to Integrating M&E

1. Strategic

planning

•The 5-year Strategic Plan and Annual Performance Plan includes M&E objectives and targets•The link between organisation performance management and M&E is the Balanced Scorecard – the Learning and Growth dimension sets M&E targetsM&E components (IMS, ICT, Evaluations) all have adequate budgets

2. Structure The organogram has staff with clear responsibilities for information and knowledge management and evaluationsLines of accountability are set out in the organogram

3. Systems Information and Knowledge Management Strategy is developed but not formally agreedThe Information Management System has not been developedPerformance Management System (people) is in place and being implemented – has effectively integrated individual and organisational targetsThe Balance Scorecard has been adopted as the organisational performance management frameworkInformation Communication Technology is weak in relation to data management

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Use the “7S” model to assess M&E

4. Staffing •There have been delays in appointing senior staff including the COO (responsible for monitoring and reporting)•The people directly responsible for research (Corporate Service Manager and Research Manager) are in postSome gaps exist in support staff

5. Skills The staff employed have the research and information management skills to do M&E Some of the softer skills – relationship management and confidence building - are lacking

6. Relationships The relationship with the provincial government is complex and not always supportive to effective M&EThere is no link between provincial M&E of the PGDS and MEGA M&EInternal relationships are not all good between staff engaged in M&E, and this is delaying some of the planned work

7. Culture There is no culture of accountability Little attention has been paid to building an M&E culture as part of a broader MEGA cultureLearning is not part of the culture of MEGA

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Conclusions of study An OD approach:

Can be used to plan and implement M&E strategy Can be used as a diagnostic tool to identify why M&E is not effective

Sound M&E is dependent on many factors: Appropriate staff with skills Systems Funding and commitment

Tackle the “difficult to measure” issues: Culture Relationships Learning and improvement

Communication vital: Staff and managers must understand purpose Governance structures, management and staff need to have a common understanding Government officials and politicians need to be included

Focus on process: Engage staff and managers in:

The development of the system Developing indicators and measures Evaluation processes