PUBLIC SECTOR MONITORING & EVALUATION TRAINING. 5 day training course

Transcription

1 PUBLIC SECTOR MONITORING & EVALUATION TRAINING 5 day training course

2 Accreditation: This 12-credit HEQF (2007) level eight short course covers knowledge of a formal postgraduate programme, approved and quality controlled as required by the South African Qualification Authority (SAQA) and the Higher Education Qualification Committee (HEQC). Background: An effective state is essential to achieving sustainable socioeconomic development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, nongovernmental organizations (NGO s), civil society, international organizations, and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced result-based monitoring and evaluation of policies, programs, and projects. [Kusek & Rist, 2004:xi] Target participants: Public service departments, entities, municipalities and non-governmental managers dealing with the monitoring and evaluation of public sector policies, programmes and projects. Course objective, topics and outcomes: The overarching course objective is to instil in the public sector monitoring and evaluation systems and practices that focus on delivering outcomes, improving public sector performance and enhance accountability and good governance. The following outcomes are to be achieved: 1. Understanding of monitoring and evaluation; 2. Understanding of the context of monitoring and evaluation in the public sector; 3. Understanding of the policy framework for monitoring and evaluation in the South African government; 4. Understanding of the various approaches and techniques for monitoring and evaluation; 5. Understanding of the steps to establishing an outcome-based monitoring and evaluation system; 6. Understanding of the link between reporting and monitoring and evaluation; 7. Understanding of the requirements for institutionalising monitoring and evaluation systems and practices in the public sector. 2

3 Assessment and credits: After attending this course, participants should be able to fulfil the following assessment criteria through the indicated methods of assessment: Assessment criteria: Each participant must, through the assessments, provide proof that he / she has an understanding of M&E in the public sector; has the ability to develop a M&E system for outcomes, has the ability to design indicators, has the ability to plan for implementation, has the ability to conceptualise M&E studies. Assessment methods: In addition to selected in-course group assessments, participants will be individually assessed by means of a post-course assignment. Participants are required to develop a monitoring and evaluation system for an outcome of their organisation, directorate or programme. 3

4 Times Day 1 Day 2 Day 3 Day 4 Day 5 08:00 to 08:30 Registration, tea, Tea, coffee Tea, coffee Tea, coffee Tea, coffee coffee 08:30 to 10:30 MONITORING AND EVALUATION DEFINED REGULATORY FRAMEWORK FOR M&E IN SOUTH AFRICA HOW TO DEVELOP A RESULTS-BASED M&E SYSTEM M&E IN PROGRAMMES AND PROJECTS The need for M&E Defining M&E Objectives of M&E Types of Evaluations Linking M&E to other management and policy functions 11:10 to 13:00 MONITORING AND EVALUATION DEFINED Legal & policy frameworks for M&E in the public sector: GWME, Treasury Framework, SASQAF, PSC Conducting a readiness assessment to assess the institutional capacity and political willingness to monitor and evaluate goals Agreeing on outcomes to monitor and evaluate Selecting key indicators to monitor outcomes Baseline data on indicators Planning for improvement and selecting targets Monitoring for results The role of evaluations Reporting findings Using findings Sustaining the M&E systems within the organisation M&E at programme/project level Programme monitoring and evaluation Process monitoring and evaluation Division of responsibilities Selecting appropriate teams INTRODUCTION TO EVALUATION RESEARCH DESIGN AND METHODOLOGY Evaluation problem statement Evaluation question/hypothesis Evaluation goals Evaluation Design Evaluation Methodology Data collection, analysis and interpretation Evaluation report Break Break Break Break Break M&E theories and approaches M&E tools and techniques WHAT IS THE CURRENT STATUS OF M&E IN THE DEPARTMENT Policy documents M&E systems M&E processes and procedures INSTITUTIONALISING THE M&E SYSTEM Institutional considerations for implementing and managing of the M&E system DEVELOPMENT OF INDICATORS FOR M&E Objectives of indicators, types of indicators, criteria for indicators, composite indicators SELECTING AN APPROPRIATE DESIGN AND METHODOLOGY Group Activity: Reflect back on the programme / project identified on Day 4. Specify how you will obtain the information for the identified indicators, including the research design, methodology or secondary datasets to be utilised. Lunch Lunch Lunch Lunch Lunch 13:45 to 15:45 M&E PROBLEM IDENTIFICATION WHAT PROBLEMS OR GAPS ARE THERE IN THE GROUP TASK: INSTITUTIONALISING THE M&E SYSTEM GROUP TASK: M&E IN PROGRAMMES AND 4

5 Group activity: Discuss and identify specific M&E-related CURRENT M&E POLICIES AND PROCEDURES OF THE DEPARMENT? In terms of the 10-steps and discussion on institutionalisation, what needs to be done to develop, improve or realign the M&E system of the department, and how should this be done? Reflect PROJECTS Design an M&E framework for a programme or project constraints as well as general managerial constraints on M&E in your organisation Report back on group exercise. 15:45 to 16:15 Group reflect Needs assessment to improve current M&E policies, systems and procedures to comply better with the theoretical and legal frameworks provided Group reflect back also on the general management issues and specific M&E problems that must be addressed as identified on Day 2. Develop or redesign the departmental M&E system and structure to better integrate operational management with the strategic planning and budgeting processes of the department, as well as the policy review and legislative drafting schedule of cabinet. Group presentations: currently implemented by the Department that you need to monitor and evaluate. Include the following in your M&E framework: Details of the implementation strategy for the programme or project, with responsibilities and time deadlines; The outcome and specific objectives of the programme/project; Input, output, process and outcome indicators, targets, milestones for monitoring and assessing the attainment of various stages of the programme / project; and Indicate responsibility for M&E for the various aspects of the programme/project. Group presentations: M&E can only be effective within a sound management environment. What is required to overcome the general What changes should be brought about to improve the identified gaps in existing M&E policies, systems and procedures in the department? This presentation will be assessed and will contribute to the final mark for this course. This presentation will be assessed and will contribute to the final mark for this course. 5

6 management problems or gaps as identified above? 6

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