CHIEF DIRECTORATE: Monitoring, Evaluation, Review and Reporting tel: +27 21 483 6275 fax: +27 21 483 6275
7 Wale Street, Cape Town, 8001
www.capegateway.gov.za
ENQUIRIES: RS Wynford
1
Provincial-wide Monitoring and Evaluation System
Readiness Assessment Report
2009/2010
October 2009
Department of the Premier in collaboration with
University of Cape Town, Southern Africa Labour & Development Research Unit [SALDRU]
2 Department of the Premier in collaboration with SALDRU
CCoonnttaacctt ddeettaaiillss:: Chief Director: Monitoring, Evaluation and Review – Zeenat Ishmail
Chief Directorate: Monitoring, Evaluation and Review
Department of the Premier
Tel: 021 483 8709
3 Department of the Premier in collaboration with SALDRU
AA CC KK NN OO WW LL EE DD GG EE MM EE NN TT SS
The Department of the Premier, Provincial Government of the Western Cape would like to thank the
following people for their valuable contribution to this work:
The M and E departmental staff in the Provincial Government of the Western Cape
The Southern Africa Labour and Development Research Unit (SALDRU) Mr. Faldie Esau
4 Department of the Premier in collaboration with SALDRU
11.. LLIISSTT OOFF DDEEPPAARRTTMMEENNTTSS
DOA : Department of Agriculture DOCS : Department of Community Safety DCAS : Department of Cultural Affairs & Sport DEDT : Department of Economic Development and Tourism DEADP : Department of Environmental Affairs & Development Planning WCED : Western Cape Education Department DOH : Department of Health DLGH : Department of Local Government and Housing DTPW : Department of Transport and Public Works DSD : Department of Social Development
22.. AACCCCRROONNYYMMSS
APP: Annual Performance Plan BIS: Business Intelligence System BMT: Bus and Minibus Taxi CASP: Comprehensive Agricultural Support Programme CeI: Centre for e-Innovation COGTA: Department of Co-operative Governance and Traditional Affairs CPF: Community Police Forum CTRU: Cape Town Roots Unlimited DOPMS: Departmental Operations and Performance Management System DORA: Division of Revenue Act GWMES: Government-wide Monitoring and Evaluation System HOD: Head of Department ICT: Information Communication Technology LGSA: Local Government Strategic Agenda MEDS: Micro Economic Development Strategy M & E: Monitoring and Evaluation MER: Monitoring, Evaluation and Reporting MIG: Municipal Infrastructure Grant MS: Microsoft MTSF: Medium Term Strategic Framework PGDS: Provincial Growth and Development Strategy PGWC: Provincial Government of the Western Cape PPMS: Programme Performance Management System PSC: Public Service Commission PSP: Provincial Strategic Plan [5-year] PWMES: Provincial-wide Monitoring and Evaluation System QA: Quality Assurance QPR: Quarterly Performance Review RBME: Results-based Monitoring and Evaluation REAF: Rural Economic Assistance Fund RED: Real Enterprise Development RPM: Rational Portfolio Management SALDRU: South African Labour Development Research Unit SAPS: South African Police Servicers SITA: State Information Technology Agency SPSS: Statistical Package for Social Surveys
5 Department of the Premier in collaboration with SALDRU
CC OO NN TT EE NN TT SS
1. KKeeyy FFiinnddiinnggss............................................................................................................................................................ 7
Section 1: Stakeholder Engagement ................................................................................................................................... 7
Section 2: Overarching Frameworks ................................................................................................................................... 7
Section 3: Indicator and Monitoring and Results Frameworks ............................................................................................ 8
Section 4: Data Management and Data Assessment.......................................................................................................... 8
Section 5: Information Architecture ..................................................................................................................................... 9
Section 6: Planning to Implement and Sustain the PWMES ............................................................................................... 9
Section 7: Extension of Data Assessment Study conducted in 2008/2009 financial year................................................... 9
Departmental Research Studies within the Provincial Government of the Western ........................................................ 9
2. CCoonntteexxtt................................................................................................................................................................... 10
1. Readiness Assessment Process............................................................................................................................. 10
2. PWMES 7-phase Model.......................................................................................................................................... 10
Project Objectives............................................................................................................................................................... 11
3. DDeessiiggnn aanndd MMeetthhooddoollooggyy ..................................................................................................................................... 12
Questionnaire Design ......................................................................................................................................................... 12
Sample Frame and Communication Process ..................................................................................................................... 12
Data Collection Process ..................................................................................................................................................... 13
4. PPrroojjeecctt aanndd SSttrruuccttuurree............................................................................................................................................ 15
5. DDaattaa CCaappttuurriinngg,, DDaattaa AAnnaallyyssiiss aanndd RReeppoorrtt WWrriittiinngg ........................................................................................... 16
6. RReessuullttss aanndd FFiinnddiinnggss............................................................................................................................................ 17
SSeeccttiioonn 11: This section relates to Phase 1 of the PWMES Model which deals with Readiness and Stakeholder
Engagement ........................................................................................................................................................................... 17
SSeeccttiioonn 22: This section relates to Phase 2 of the PWMES Model which deals with Overarching Frameworks..................... 19
SSeeccttiioonn 33: This section relates to Phases 3 and 4 of the PWMES Model which deals with Indicator and Monitoring and
Results Frameworks ............................................................................................................................................................... 24
SSeeccttiioonn 44: This section relates to Phase 5 of the PWMES Model which deals with Data Management and Data Assessment
................................................................................................................................................................................ 25
SSeeccttiioonn 55: This section relates to Phase 6 of the PWMES Model which deals with the Information Architecture for an
automated PWMES ................................................................................................................................................................ 27
SSeeccttiioonn 66: This section relates to Phase 7 of the PWMES Model which deals with Planning to Implement and Sustaining the
PWMES ................................................................................................................................................................................ 28
SSeeccttiioonn 77: This section is an extension of the Data Assessment Study conducted in the 2008/2009 financial year............. 33
7. CCoonncclluussiioonn............................................................................................................................................................. 35
8. RReeccoommmmeennddaattiioonnss................................................................................................................................................ 36
9. BBiibblliiooggrraapphhyy .......................................................................................................................................................... 37
6 Department of the Premier in collaboration with SALDRU
TT AA BB LL EE SS
TTaabbllee 11: Contact details of the Respondents........................................................................................ 13
TTaabbllee 22: Summary of Departmental participation in Provincial Audits [Phases 1 and 2] as well as
reasons for non-participation ................................................................................................................ 17
TTaabbllee 33: Summary of Departmental representation on the Provincial M & E Forum since its inception in
2005...................................................................................................................................................... 18
TTaabbllee 44: Summary of PGWC Departmental Overarching Frameworks in place ................................... 19
Table 5: Summary of PGWC Departmental Overarching Frameworks and description........................ 20
TTaabbllee 66: Summary of Indicator and Results Frameworks in place within PGWC.................................. 24
TTaabbllee 77: Alignment of Departmental Indicators to PWMES, format and storage of data sets ............... 25
TTaabbllee 88: Departmental Readiness in terms of Provincial ICT Infrastructure Framework....................... 27
TTaabbllee 99: Departmental Indication of whether M & E Reports are being produced within PGWC.......... 28
TTaabbllee 1100: Summary of M & E Reports produced for 2009/2010 within PGWC..................................... 29
TTaabbllee 1111: Summary of M & E Research Studies conducted within PGWC........................................... 33
7 Department of the Premier in collaboration with SALDRU
11.. KKeeyy FFiinnddiinnggss
Section 1: Stakeholder Engagement
• All Provincial Government departments within the Provincial Western Cape have participated in both
provincial audits [Phases 1 and 2].
• All Provincial Government departments within the Western Cape were represented on the Provincial M & E
Forum except for the Western Cape Education Department whose M & E [Quality Assurance] unit was
established in 2006.
Section 2: Overarching Frameworks
• Eight [8] Provincial Government departments have compiled a Conceptual Framework and three [3]
departments have not.
• Reasons for departments not having a Conceptual Framework in place ranges from not having developed
one yet and in the process of currently being crafted to complying with national frameworks to no specific M
& E unit for a specific department.
• Ten [10] Provincial Government departments have compiled a departmental M & E Framework and one [1]
department have not.
• With reference to the one [1] department not having a M & E Framework in place, the reason for this refer to
no dedicated M & E unit in place for a specific department.
• Eight [8] Provincial Government Departments have compiled a departmental M & E Strategy and three [3]
departments have not.
• Two [2] of the Provincial Departments who do not have a M & E Strategy in place has stated the reason for
this as not developed yet whilst the third department has indicated that there is no M & E unit in place in that
department and resultant from this, no M & E Strategy.
• The majority of Provincial Government Departments have Conceptual Frameworks, M & E Frameworks and
M & E Strategies in place.
• The Department of Environmental Affairs and Development Planning do not have a structured M & E
departmental unit in place and uses an operational unit resource for M & E requirements with technical
support when required. This leans towards that the department does not have the necessary overarching M
& E Frameworks in place to align to the outcomes and impacts that the Provincial Government of the
Western Cape aims to achieve.
• In terms of reasons for departments not having the necessary overarching M & E Frameworks in place
ranges from Frameworks not yet developed to the Western Cape Education Department indicating that this
department uses and complies with the M & E Frameworks of the GWMES, PWMES and the National
Department of Education. This Department indicates that it will not be developing a Conceptual Framework
as it would constitute a duplication of what is already in place at a transversal level.
8 Department of the Premier in collaboration with SALDRU
• The Department of Environmental Affairs and Development Planning is the only department that has no
Overarching Frameworks in place. All the other Departments have one [1], two [2] or all three [3] proposed
Overarching Frameworks in place.
Section 3: Indicator and Monitoring and Results Frameworks
• Seven [7] Provincial Government departments have Indicator Frameworks in place and four [4]
department does not have
• Three [3] Provincial Government departments have Monitoring and Results Frameworks in place and eight
[8] departments do not.
• Four [4] out of the eleven Provincial Government departments focused on during this study have provided
departmental Indicator Frameworks as requested via the questionnaire
Section 4: Data Management and Data Assessment
• All eleven [11] Provincial Government departments have indicated that they have performance indicators
which are linked to departmental Annual Performance Plans (APPs).
• Eight [8] Provincial Government departments have indicated that they have departmental Indicator
Frameworks aligned to the PWMES.
• The most common formats of databases containing data attached to the Indicators across PGWC include:
o Ms Word, Excel [majority of departments]
o Three [3] departments have indicated that they use Access.
o Two [2] Provincial Government departments have indicated that they are using Departmental
Management Information systems such as DOPMS, RPM and Livelink.
o The Department of Education is the only department to indicate the use of a statistical database
viz. Oracle.
o The storage of data ranges from completed templates stored electronically and hard copy formats
to data stored on laptops and desktop computers.
o The Department of Health has indicated that some of their storage systems are feeder systems
feeding into management reporting systems. The Department is attempting to consolidate its
feeder systems into a Business Intelligence System (BIS).
9 Department of the Premier in collaboration with SALDRU
Section 5: Information Architecture
• All of the eleven [11] Provincial Government departments have engaged with CeI regarding departmental
ICT Plans which are aligned to the ICT Infrastructure Framework. This will make a positive contribution to
the development of the PWMES e-Platform.
• The Department of Local Government and Housing is the only Provincial Government department that has
indicated that the department has an approved departmental ICT Plan.
• Evidence provided by Provincial Government departments indicate that there are regular and continuous
engagements between CeI and the Provincial Government departments in terms of aligning departmental
ICT plans to the transversal ICT Infrastructure Framework which is managed and implemented by CeI within
the Department of the Premier.
Section 6: Planning to Implement and Sustain the PWMES
• All of the eleven [11] Provincial Government departments who participated in this Study, with the exception
of the Department of Environmental Affairs and Development Planning, are producing M & E Reports for
2009/2010.
• The main M & E Reports produced across the Provincial Government of the Western Cape focuses on
compliance reporting and includes Quarterly Performance and Annual Performance Reports.
• Evidence provided by the Provincial Government departments indicates that there are some Evaluation
Assessments are being produced within the Provincial Government sector departments.
Section 7: Extension of Data Assessment Study conducted in 2008/2009 financial year
Departmental Research Studies within the Provincial Government of the Western
Taken from a baseline of 98 Research Studies conduced within PGWC since 2004:
• The Department of Community Safety has registered four [4] additional Research Studies
• The Department of Economic Development and Tourism has registered seventeen [17]
additional Research Studies
• The Department of Social Development has registered an additional eleven [11] Research
Studies.
• The Department of Transport and Public Works registered eight [8] Research Studies but one
study [BMT study] has been withdrawn. This indicates that the Department now has seven [7]
registered Research Studies.
• A post facto addition is that the Department of Agriculture has no M & E research projects as
such but that the department has 998 research projects registered on the PMIS database of
which some 50% are current projects.
10 Department of the Premier in collaboration with SALDRU
22.. CCoonntteexxtt
1. Readiness Assessment Process:
The purpose of this report is to provide an understanding of the readiness of the Provincial Government
of the Western Cape to conduct coherent and integrated Monitoring and Evaluation in respect of the
strategic objectives and directives of the 5-year Provincial Strategic Plan which the province is currently
driving. This is the third readiness assessment process which has been conducted since the inception
of the PWMES. The Readiness Assessment process which has been conducted forms part of a series
of processes designed and implemented by the Department of the Premier in an effort to institutionalize
the Provincial-wide Monitoring and Evaluation System across the Western Cape province. As
engagements are currently underway with the Centre for e-Innovation [CeI] within the Department of
the Premier to automate the PWMES, it is imperative that the readiness of the Provincial Government
departments be assessed if this province is to conduct coherent and integrated Monitoring, Evaluation
and Review [M, E & R] in respect of the strategic objectives and directives of the 5-year Provincial
Strategic Plan which the province is driving.
2. PWMES 7-phase Model
The PWMES is a results-based monitoring and evaluation (RBME) system and operates through an
effective indicator and data management system. The PWMES, which is aligned to the Government –
wide Monitoring and Evaluation System (GWMES)1, is informed by international best practices and
developed using a seven (7)-phase model. The PWMES has been developed over years and is now
gearing towards an overarching automated phase approach.
The PWMES has all the required frameworks, monitoring and evaluation (M&E) elements and
mechanisms in place to conduct integrated and coherent monitoring, evaluation and reporting. The
context of the system as well an understanding of the seven [7] phases is documented in the
Monitoring, Evaluation and Reporting (MER) Framework with the strategic approach documented in the
MER Strategy for the 5-year Provincial Strategic Plan. The M&E Elements provide the platform and
mechanisms to improve departmental M&E systems and entrench norms and standards within PGWC.
1 The GWMES approved in 2005 forms the basis for a comprehensive system across government, encompassing monitoring,
evaluation, early warning mechanisms, validation and verification systems, data quality and analysis and reporting processes
11 Department of the Premier in collaboration with SALDRU
The PWMES Model comprises of the following seven [7] phases:
Phase 1: Readiness Assessment and Stakeholder Engagements:
Phase 2: Overarching Frameworks for the PWMES:
Phase 3: Indicator Definition Process and Indicator Frameworks
Phase 4: Monitoring and Results Frameworks
Phase 5: Data Management and Data Assessment
Phase 6: Information Architecture
Phase 7: Planning to implement and sustain the PWMES.
The Readiness Assessment Report in essence thus provides an indication of whether provincial
government departments in the Western Cape have the necessary elements and mechanisms in place
to conduct coherent and integrated Monitoring and Evaluation on both implementation and results-
based levels.
Project Objectives
The Readiness Assessment process will thus yield:
1. A Readiness Assessment Report for the PGWC to institutionalize the adopted PWMES 7-
phase Model; and
2. A Research Catalogue of the 98 research studies plus additionally registered studies
conducted by the Provincial Government departments within the Western Cape.
12 Department of the Premier in collaboration with SALDRU
33.. DDeessiiggnn aanndd MMeetthhooddoollooggyy
Questionnaire Design
The data collection instrument was a questionnaire designed and developed by the Directorate: Monitoring in
collaboration with SALDRU. The questionnaire had the following range of answers:
• Yes or No
• Multiple options with one primary answer
• Open ended question
• Questions requesting departments to complete related tables with specific departmental information
The questionnaire was structured into the following sections in order to elicit the required information pertaining
to readiness of the Provincial Government departments to institutionalize a Provincial-wide Monitoring and
Evaluation System (PWMES) within the Provincial Government of the Western Cape.
Section 1: Phase 1 of the PWMES Model: Stakeholder Engagement;
Section 2: Phase 2 of the PWMES Model: Overarching Frameworks
Section 3: Phases 3 and 4 of the PWMES Model: Indicator and Monitoring and Results Frameworks
Section 4: Phase 5 of the PWMES Model: Data Management and Data Assessment
Section 5: Phase 6 of the PWMES Model: Information Architecture
Section 6: Phase 7 of the PWMES Model: Planning to implement and sustaining the PWMES
Section 7: An extension of the Data Assessment Study conducted in 2008/2009 and serves as a prelude
to the proposed Data Scoping Exercise currently being conducted by the Directorate:
Evaluation.
Sample Frame and Communication Process
Eleven line departments participated in the Readiness Assessment process and the Provincial M & E Forum
representative was the main respondent. Although the Readiness Assessment instrument was sent out to the
Department of Provincial Treasury, they did not participate in the process. The main respondents were trained
to complete the instrument in a Provincial M & E Forum meeting [as per the work programme of the Forum] held
on 23 June 2009.
13 Department of the Premier in collaboration with SALDRU
CONTACT DETAILS OF THE RESPONDENTS
Table 1: Contact details of the Respondents
Department Directorate Position of Respondent
Name of Respondent
Contact Details
DOA Agricultural Economics Directorate
Deputy Director Riaan Nouwers [email protected]
DOCS Directorate: Strategic Services & Communication
Deputy Director Johan Krynauw [email protected]
DCAS Office of the HOD Deputy Director Luyanda Qomfo [email protected]
DEDT Strategic Co-ordination Unit
Deputy Director Mary-Anne Lahusen
WCED Directorate: Quality Assurance
Deputy Director Ramesh Maharaj [email protected]
Assistant Director Wouter Swart [email protected] DEADP
Directorate: Strategic Environmental Management Deputy Director Joos Roelofse [email protected]
DOH Directorate: Information Management
Director Eugene Reynolds [email protected]
DLGH Directorate: Monitoring & Evaluation
Deputy Director Selvin Diamond [email protected]
DotP Directorates Monitoring & Review
Deputy Director Thoko Speelman Rowina Wynford
[email protected] [email protected]
DTPW Project Office Manager Jan du Plessis [email protected]
DSD Directorate: Monitoring & Evaluation
Deputy Director Clifford Mkhabela [email protected]
Departments
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DTPW: Transport and Public Works DEDT: Economic Development and Tourism DSD: Social Development WCED: Education DEADP: Environmental Affairs and Development Planning
The Provincial M and E Forum representative completed the questionnaire on behalf of the specific department.
The rationale for requesting that the M and E Forum member assume the responsibility for the completion of the
questionnaire was to ensure consistency and understanding of the information required. The details of the M
and E Forum members are presented in the table above.
Data Collection Process The Directorate: Monitoring commenced the process with a scoping exercise to determine the business and
project needs for the assessment. On this basis, the methodology for the Readiness Assessment Study was
chosen to be qualitative in nature. The method of data collection entailed a process whereby the instrument was
sent to the provincial government departments via the electronic mail system.
14 Department of the Premier in collaboration with SALDRU
• A workshop was held with the Provincial M and E Forum members on 23 June 2009 with the purpose of
presenting the objective and scope of the Readiness Assessment process as well as to train the provincial
M & E officials on how to complete the questionnaire. Part of the objective of this workshop was to ensure
that the Provincial M and E Forum members, who acted as the main respondents to the questionnaire,
understand the meaning and interpretation of each question within the questionnaire.
• Four weeks were allocated to the departments to complete the questionnaire.
• Another four weeks were granted to the departments as an extension.
• The questionnaires were completed electronically. All eleven [11] provincial government departments who
participated in the Readiness Assessment process returned the questionnaires via the electronic mail
system.
• The questionnaires were checked through a quality assurance process [Directorate: Monitoring and Saldru].
• Individual working sessions in a semi-structured format and follow up telephone calls to specific
departments served as a verification process to rectify errors and fill the missing gaps within the
questionnaires.
15 Department of the Premier in collaboration with SALDRU
44.. PPrroojjeecctt aanndd SSttrruuccttuurree
The Chief Directorate: Monitoring, Evaluation and Review located in the Branch: Governance and Integration
(Department of the Premier) despite having limited resources, assumed the challenge of conducting a
Readiness Assessment process in an attempt to yield:
a. A Readiness Assessment Report for the Provincial Government of the Western Cape to
institutionalize the adopted PWMES 7-phase model on a process level; and
b. A Research Catalogue of the 98 research studies conducted by the Provincial Government
departments of the Western Cape.
The findings of this Readiness Assessment process will serve as a management instrument used within the
Provincial Government of the Western Cape to encourage departments to align their respective Indicator and
Results Frameworks to the outcomes and impacts that the Provincial Government of the Western Cape aims to
achieve over the next five [5] years through the vehicle of the ten [10] Strategic Objectives and ensuring
Strategic Directives of the 5-year Provincial Strategic Plan currently being promoted by the government of the
day.
The Readiness Assessment Study is a practical application of a monitoring and evaluation process of collecting
and interpreting data within the Provincial Government of the Western Cape and then evaluating the results for
further review that could lead to strategic outcomes.
The in-house project team consisted of the following members:
Chief Director: Monitoring, Evaluation and Review: (Zeenat Ishmail) – Conceptualisation and configuration
throughout the project phases.
Deputy Director: Monitoring (Rowina Wynford) – Questionnaire Design, Survey Research Operations, Data
Collection, analysis, interpretation and report writing.
SALDRU (Faldie Esau) – Conceptualisation, Questionnaire Design and Quality Assurance of Report, Capacity
building was provided throughout the duration of the project.
The project team held three working sessions to design the questionnaire.
16 Department of the Premier in collaboration with SALDRU
55.. DDaattaa CCaappttuurriinngg,, DDaattaa AAnnaallyyssiiss aanndd RReeppoorrtt WWrriittiinngg
Excel was used to do basic tabulations and cross tabulations on the dataset. Microsoft Excel can be uitlised for
further refinement of data and advanced statistical analysis. The Directorate: Monitoring designed the data-
capturing tool and captured all data. Data conversion and analyses were done by the Directorate: Monitoring in
collaboration with Saldru who also assisted with the editing and quality assurance of the report. The Readiness
Assessment process was thus a joint initiative between the Department of the Premier and Saldru.
17 Department of the Premier in collaboration with SALDRU
66.. RReessuullttss aanndd FFiinnddiinnggss
Section 1: This section relates to Phase 1 of the PWMES Model which deals with Readiness and Stakeholder Engagement
1. Did the Department participate in the Provincial Audit [PA] Phase 1 [2005] and Provincial Audit
Phase 2 [2007]?
1=Yes; 2=No
1.1 If No, then why not. Please list reasons
1.2
The background to this question relates to the Provincial Audits [Phases 1 and 2] conducted by the Department
of the Premier in 2005 and 2007 respectively. The purpose of these audits was to provide an overview of the
readiness of the Provincial Government of the Western Cape to implement provincial-wide monitoring and
evaluation. The first audit served as a detailed scoping exercise for establishing a comprehensive study across
all M & E units in the province. [Source: Department of the Premier: Chief Directorate: MER. Current reality of
M & E in the Western Cape province (2005)]. The second audit served as a readiness assessment. It identified
a number of critical challenges facing the establishment of a PWMES, detailing capacity constraints, strategic
alignment problems and reporting inconsistencies. [Source: Department of the Premier. Chief Directorate: MER.
Provincial M & E Audit –Phase 2 (2007)]. The outcomes of both audits contributed to the establishment of the
Provincial M & E Forum [2005] and the design of a structured capacity building work programme for the Forum
[2007 – present].
Departments were thus asked whether they participated in both Provincial Audits.
Table 2: Summary of Departmental participation in Provincial Audits [Phases 1 and 2] as well as reasons for
non-participation
Department
Phase 1 [2005]
Phase 2 [2007]
If No, then why
DOA Yes Yes
DOCS Yes Yes
DCAS Yes Yes
DEAT Yes Yes
WCED Yes Yes
DEADP Yes Yes
DOH Yes Yes
DLGH Yes Yes
DotP Yes Yes
DSD Yes Yes
DTPW Yes Yes
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
18 Department of the Premier in collaboration with SALDRU
In summary of the above table, it is noted that all Provincial Government Departments within the
Western Cape participated in the Phases 1 and 2 Audits which were conducted in 2005 and 2007
respectively.
2. Was the Department represented on the Provincial M & E Forum since its inception in 2005?
Departments had to respond by making a tick in the appropriate block.
Table 3: Summary of Departmental representation on the Provincial M & E Forum since its inception in 2005
2005 2006 2007 2008 2009
Department Yes No Yes No Yes No Yes No Yes No
DOA X X X X X
DOCS X X X X X
DCAS X X X X X
DEAT X X X X X
WCED X X X X X
DEADP X X X X X
DOH X X X X X
DLGH X X X X X
DotP X X X X X
DSD X X X X X
DTPW X X X X X
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
The Provincial-wide M & E Forum was established in 2005 as a direct result of the Provincial Audit 1
conducted in 2005. Motivation around this can be gleaned from two references in the report entitled
“Current reality of M & E in the Western Cape province (2005)” which refers:
1. ‘It is understood that it is the responsibility of the PWMES to promote dialogue between
departments with regard to their M&E activities’ and this relates to part of the role and
function of the Internal reference group’; and
2. ‘The Consultative Process has confirmed that there is a wealth of operational and
transversal databases / systems within the province. As there is talk of developing a Data
Core, the recommendation is that instead of re-inventing the wheel, a participative system
across departments be constructed and that the Centre for E-Innovation manages this
process from a technical perspective. With regards to the strategic perspective of this
process, the proposed Provincial M & E Forum will be constituted during the first week of
August 2005.’
19 Department of the Premier in collaboration with SALDRU
In summary of Table 3 above, in 2005, all the mentioned departments within the table, except for
Department of Education were represented on the Provincial M & E Forum. The Western Cape
Education Department were not represented at the time as their M & E unit [Quality Assurance unit]
only had it’s inception in 2006.
As from 2006 to 2009, all Provincial Government departments within the Western Cape were
represented on the Provincial M & E Forum. This points to the fact that since its inception, the PWMES
has adopted a participatory approach and that all provincial government departments [except for the
Western Cape Education Department in 2005], were on board across the 5-year period [2005 – 2009].
Section 2: This section relates to Phase 2 of the PWMES Model which deals with Overarching Frameworks
1. Does the Department have the necessary Overarching Frameworks [Conceptual
Framework, Monitoring and Evaluation [M & E] Framework and M & E Strategy] in
place to align to the outcomes and impacts that the Provincial Government of the
Western Cape wants to achieve?
Departments had to respond by making a tick in the appropriate block.
1.1 Please provide the name of the Framework and a brief context of each.
1.2 Please provide the name of the Framework and reasons for these Overarching
Frameworks not being in place.
Table 4: Summary of PGWC Departmental Overarching Frameworks in place
Conceptual Framework M & E Framework M & E Strategy
Department Yes No & reason Yes No & reason Yes No & reason
DOA X X X – no dedicated M & E
unit
DOCS X X X- not developed yet
DCAS X – not developed X X
DEAT X X X
WCED X- complies to
GWMES, PWMES
& National DoE
X X
DEADP X-No dedicated M
& E unit
X-No
dedicated M
& E unit
X-No dedicated M & E
unit
DOH X X X
DLGH X X X
DotP X X X
DSD X X X
DTPW X X X
20 Department of the Premier in collaboration with SALDRU
In terms of Table 4 above, the following observations are made:
• Eight [8] Provincial Government departments have a Conceptual Framework in place and three
[3] departments do not have.
• Reasons for departments not having a Conceptual Framework in place ranges from not having
developed one yet and in the process of currently being crafted to complying with national
frameworks [hence avoiding duplication] to no dedicated M & E unit for two [2] departments.
• Ten [10] Provincial Government departments have an M & E Framework in place and one [1]
departments do not have.
• With reference to the one department not having an M & E Framework in place, the reason for
this refers to no dedicated M & E unit in place for a specific department.
• Eight [8] Provincial Government departments have an M & E Strategy in place and three [3]
departments do not have.
• One [1] of the departments who do not have a M & E Strategy in place has stated the reason
for this as not developed yet whilst the other two [2] departments has indicated that there is no
M & E unit in place in those departments and hence no Strategy.
Table 5: Summary of PGWC Departmental Overarching Frameworks and description
Department Name of Framework Description of Framework
DOA The Department has indicated various
departmental sector and strategic plans as the
Departmental M & E Framework
The description of two of the Departmental Sector
Plans relates to strategic objectives of those specific
plans.
M & E Conceptual Framework for Community
Safety
Describes M & E functions for the department on
Performance management as per the National
Framework for Performance Management.
DOCS
M & E Policy document for Community Safety Policy that describes M & E functions for dept on
Performance Management according to National
Framework
DCAS Draft M & E Framework Framework is informed by the GWM&E and WC
provincial M & E Strategy. This draft reflects
approach and methodology followed by DCAS in
implementing PWMES
DEAT
Departmental Planning, Monitoring and
Evaluation Framework [Conceptual
Framework]
Provides systematic, co-ordinated and integrated
outlook on implementation and impact of
interventions undertaken by Department.
Framework sets parameters and identifies linkages
between departmental strategic goals, PSP strategic
objectives, departmental interventions and desired
outcomes to underpin shared growth and
development trajectory. As performance measure,
framework enhances policy coherence, strategic
focus and results-based approach in planning & M &
21 Department of the Premier in collaboration with SALDRU
E process. Framework also serves as mechanism to
pursue and facilitate shared dialogue, learning
outcomes and accountability amongst various
departmental programmes, spheres of government
and strategic partners.
Results-based Monitoring and Evaluation for a
5-year Departmental Strategic Plan
Provides succinct overview of importance &
usefulness of M & E for government and DEAT.
Purpose also to M & E Dept’s 5-year Strategic plan,
MTSF and APP. 5-year Strategic Plan and MTSF
evaluated at outcomes and impact levels whilst APP
monitored at output level.
Draft M & E Framework Internal and external application, roles and
procedures of M & E for WCED.
WCED
M & E Policy (Strategy) Utility, roles, functions of M & E within WCED and
oversight role of Directorate: QA
DOH Conceptual Framework: Healthcare 2010
(CSP).
Healthcare 2010 forms the basis for all planning and
hence M & E. Planning expanded in Dept’s 5-year
Strategic Plan and APP.
M & E Framework Registered as Dept’s APP which cascades
throughout the dept and is monitored monthly,
quarterly and annually.
M & E Strategy (untitled) Quarterly, monitoring tool completed that includes
the monitoring requirements of provincial and
national depts. Of Health as well as provincial and
national Treasuries.
DLGH M & E Conceptual Framework for DPLG Framework clarifies M & E concepts and definitions;
provide the legislative and policy context for M & E,
provides analysis of current M & E arrangements in
the dept and outlines key components for the
development and implementation of an outcomes-
based M & E system. The dept's. M & E Strategy is
incorporated into the Departmental M & E
Conceptual Framework.
M & E Strategy: Programme Performance
Concept Document
Strategy outlines key concepts in the design and
implementation of Departmental Programme
Performance Management System [PPMS}, to
define, collect, report and use performance
information in the dept.
M & E Conceptual Framework The purpose of the Conceptual Framework is to
provide a perspective on the context of
the PWMES and to articulate the theoretical basis for
the development of the PWMES.
DotP
M & E Conceptual Framework in Abridged
Form
The Conceptual Framework in abridged form
provides a compressed format of a wide and
somewhat broad context within which there is
reference to the broad principles and other
22 Department of the Premier in collaboration with SALDRU
theoretical considerations around M & E.
Monitoring, Evaluation and Reporting
Framework for the PWMES/PGWC
The MER Framework sets the parameters and
identifies the links between the GWMES, PWMES,
the 5-year PSP and the APPs. It provides the
context of the development of the PWMES. 7
phases have been developed which is outlined in the
Framework.
Monitoring, Evaluation and Reporting Strategy The MER Strategy sets out the strategic approach to
operationalise results-based M & E. The Strategy
distinguishes between the strategic and process
links of implementation and results-based M & E to
achieve results focusing on the strategic objectives
in an integrative and coherent way.
DSD Policy on Performance Information
Measurement and Management
Purpose of Policy is to facilitate measurement of how
dept meets its goals and objectives & which policies
and processes are effective. It also aims to facilitate
M and transformation of service delivery and justify
budget allocation. There is a focus on redress. The
Policy also outlines a set of agreed terms for
performance information for use with public sector.
DSD M & E Strategy The Strategy aims to guide the institutionalization of
a results-based M & E system within the dept
M & E Implementation Plan 2009 - 2012 Implementation of M & E activities within the dept
within the specified timeframes
DTPW Departmental M & E Framework & Strategy This is an approved Departmental Framework. The
Strategy covers the establishment, staffing and
operationalisation of an M & E Component for
DTPW. Strategy envisages M & E activities at policy
and programme level. Objective of the Strategy is to
provide information to improve decision-making at
management level and to institutionalize
accountability.
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
With reference to Table 5 above the following observations are made:
In terms of the proposed Overarching Frameworks for a PWMES for the Provincial Government of the
Western Cape:
• The Department of Agriculture has two [2] out of the proposed three [3] Overarching
Frameworks in place. The descriptions provided by the Department regarding these two
frameworks focuses only on the strategic objectives relating to the specific frameworks
23 Department of the Premier in collaboration with SALDRU
mentioned. This department also has no dedicated M & E unit and M & E is operationalised
through the Agricultural Economics Directorate.
• The Department of Community Safety has two [2] out of the proposed three [3] Overarching
Frameworks in place.
• The Department of Cultural Affairs and Sport has indicated that it has two [2] out of the three
[3] required Frameworks in place. It has however only elaborated on one [1] of these
Frameworks which is informed by the Government-wide Monitoring and Evaluation Framework
as well as the Provincial-wide Monitoring and Evaluation Framework.
• The Department of Economic Development and Tourism has indicated that it has all three [3]
Overarching Frameworks in place.
• The Western Cape Education Department has indicated that it has two [2] out of the three [3]
Overarching Frameworks in place. An interesting observation in terms of this department
refers to the reason for not having a Conceptual Framework in place. It indicates that it is
aligned to the Conceptual Frameworks of the GWMES, the PWMES and the National
Department of Education and it would see the development of a departmental framework as a
duplication of those that are already in existence.
• The Department of Environmental Affairs and Development Planning does not have a
dedicated departmental M & E unit on its organizational establishment and has stated this as
the reason for this department not having crafted any of the proposed Overarching
Frameworks to align to the PWMES. The department is using an operational unit resource
with technical support when required.
• The Department of Health has indicated that it has all three [3] Overarching Frameworks in
place. This department is strategically guided by its Healthcare 2010 Plan which serves as the
Department’s main overarching framework. Healthcare 2010 forms the basis for all planning
and hence M & E. Planning in this department is further expanded in the Department’s 5-year
Strategic Plan and APP.
• The Department of Local Government and Housing has indicated that it has all three [3]
Overarching Frameworks in place. The overarching frameworks of this department do not
encompass M & E approaches and methodologies for District Municipalities as this is left to the
respective District Municipality offices. The department has a comprehensive Conceptual
Framework and its M & E Strategy is incorporated into its Overarching Framework.
• The Department of the Premier has indicated that it has all the Overarching Frameworks in
place.
• The Department of Social Development has indicated that it has two [2] of the three [3]
Overarching Frameworks in place and that it is currently drafting its Conceptual Framework.
The departmental M & E unit adopts a participatory departmental approach to facilitate buy-in
and ownership in an attempt to co-ordinate and report on programme performance information
• The Department of Transport and Public Works has indicated that it has all three [3]
Overarching Frameworks in place.
24 Department of the Premier in collaboration with SALDRU
In summary of Tables 4 and 5 above insofar as it relates to the readiness of the Provincial Government
Western Cape departments to implement the PWMES, the Department of Environmental Affairs and
Development Planning is the only department that has no Overarching Frameworks in place. All the
other departments have one [1], two [2] or all three proposed Overarching Frameworks in place.
Section 3: This section relates to Phases 3 and 4 of the PWMES Model which deals with Indicator and Monitoring and Results Frameworks
1. Does the Department have the necessary Indicator Frameworks; Monitoring and
Results Frameworks in place to align itself to the outcomes and impacts that the
Provincial Government of the Western Cape wants to achieve?
Departments had to respond by ticking the appropriate block.
2. Please provide an Attachment of these Frameworks
Table 6: Summary of Indicator and Results Frameworks in place within PGWC
Indicator Framework
M & R Framework
Indicator Framework Attached
Department
Yes
No
Yes
No
Yes
No
DOA X X X
DOCS X X X
DCAS X X X
DEAT X X X
WCED X X X
DEADP X X X
DOH X X X
DLGH X X X
DotP X X X
DSD X X X
DTPW X X X
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
With reference to Table 6 above, the following observations are made:
In terms of the necessary Indicator and Monitoring and Results Frameworks for a PWMES for the
Provincial Government of the Western Cape:
• Seven [7] Provincial Government departments have Indicator Frameworks in place and four [4]
department does not have.
25 Department of the Premier in collaboration with SALDRU
• Three [3] departments have Monitoring and Results Frameworks in place and eight [8]
departments do not have.
• Four [4] departments attached the requested departmental Indicator Frameworks as per the
questionnaire and seven [7] departments did not.
In summary of Table 6 above, as it relates to the readiness of the Provincial Government Western
Cape departments to implement the PWMES, only four [4] departments attached the requested
Indicator Framework as per the questionnaire. A technical engagement around the Indicator
Framework for the 5-year Provincial Strategic Plan was held with the Provincial M & E Forum on 7
August 2009. Since then and up till the end of October 2009, more departments have submitted
departmental Indicator Frameworks to the Department of the Premier. As an outcome of the planned
capacity building programme conducted with the Provincial M & E Forum from 4 – 6 November 2009,
departments are now using their departmental Indicator Frameworks to report on departmental
programme performance which is shaping into a six [6] month Score Card for the Provincial
Government of the Western Cape.
Section 4: This section relates to Phase 5 of the PWMES Model which deals with Data
Management and Data Assessment
1. Does the Department have Performance Indicators and Indicators for the Provincial-
wide Monitoring and Evaluation System?
Departments had to respond by ticking the appropriate block.
1.1 If yes, what is the format of the database containing data for these indicators?
1.2 If no, how is the data attached to departmental indicators stored?
Table 7: Alignment of Departmental Indicators to PWMES, format and storage of data sets
Department
App
Indicators
PWMES
Indicators
Format
App
Indicators
PWMES
Indicators
How is data stored?
Yes Yes No No
DOA X X Ms Word, Excel &
Access
DOCS X X Ms Word, Excel,
Dashboard
DCAS X X Ms Word
DEAT X X DOPMS
WCED X X Statistical package,
Oracle- database
hosted by SITA
DEADP X MS Word, Excel &
published reports
X Not indicated
26 Department of the Premier in collaboration with SALDRU
DOH X MS Word, Excel,
Access & others. Dept
currently attempting to
consolidate systems
X Not indicated
DLGH X MS Word, Excel No
response
indicated
Data is stored by means
of departmental file server,
laptop, desktop computers
and hard copies in Dept’s
registry
DotP X X MS Word, Excel,
SPSS,
DSD X X Excel Spreadsheets
DTPW X X MS Word, Excel,
Access and other
programmes such as
RPM & Livelink
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
With reference to Table 7 above, the following observations are made:
In terms of the necessary Data Management and Data Assessment processes for a PWMES for the
Provincial Government of the Western Cape:
• All eleven [11] Provincial Government Departments have indicated that they have Performance
Indicators which are linked to the Departmental APP.
• Eight [8] out of the eleven [11] departments have indicated that they have Indicators for the
PWMES. No response provided by the Department of Local Government and Housing
regarding whether the department has any PWMES indicators.
• The most common formats of databases containing data for these indicators include:
o MS Word, Excel [majority of departments]
o Three [3] departments have indicated that they use Access
o Two [2] departments have indicated that they are using Departmental Management
Information systems such as DOPMS, RPM and Livelink.
o The Department of Education is the only department to indicate the use of a statistical
database, viz Oracle
o The storage of data within provincial government departments ranges from completed
templates stored electronically and hard copy formats to data stored on laptops and
desktop computers.
o The Department of Health has indicated that some of their departmental storage
systems are feeder systems feeding into management reporting systems. The
27 Department of the Premier in collaboration with SALDRU
Department is attempting to consolidate its feeder systems into a Business Intelligence
System (BIS).
In summary of Table 7 above, as it relates to the readiness of the Provincial Government Western
Cape departments to implement the PWMES, the Departments of Environmental Affairs and
Development Planning and Health are the two departments who at this stage, does not have an
Indicator Framework for the Provincial-wide Monitoring and Evaluation System which is an essential
element through which to measure progress relating to the strategic goals and directives of the 5-year
Provincial Strategic Plan.
Section 5: This section relates to Phase 6 of the PWMES Model which deals with the Information Architecture for an automated PWMES
1. Has the Department engaged with the Centre for e-Innovation regarding the
Department’s ICT Infrastructure Framework?
Departments had to respond by ticking the appropriate block.
1.1 When did this engagement take place?
Table 8: Departmental Readiness in terms of Provincial ICT Infrastructure Framework
Department
Yes
No
When engagement took place
DOA X 2009. CeI assisting in design of departmental databases
DOCS X 2008. CeI assisting with NHW database integration
DCAS X 2008. Regular engagements between CeI and department
DEAT X 2007. Ongoing – Dept's Top Management Com approved ICT
Framework Plan for department in 2009
WCED X 2009
DEADP X 2008. Continuous engagements
DOH X 2009. Department’s ICT Strategy currently being developed by Dept.
DLGH X 2008. Departmental ICT Plan signed off 30 May 2008
DotP X 2008
DSD X 2007
DTPW X 2007 – handled by Departmental ICT Committee
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
With reference to Table 8 above, the following observations are made:
In terms of the required Information Architecture for an automated PWMES for the Provincial
Government of the Western Cape:
28 Department of the Premier in collaboration with SALDRU
• All of the 11 [eleven] Provincial Government of the Western Cape departments have engaged
with the Centre for e-Innovation within the Department of the Premier regarding departmental
ICT Plans which are to be aligned to the ICT Infrastructure Framework.
• The Department of Local Government and Housing has an approved Departmental ICT Plan.
• Evidence displays that there are regular and continuous engagements between CeI and
Provincial Government Departments in terms of aligning departmental ICT Plans to the ICT
Infrastructure Framework managed by CeI.
In summary of Table 8 above, as it relates to the readiness of the Provincial Government Western
Cape departments to implement the PWMES, all Provincial Government departments have engaged
with CeI regarding the alignment of their departmental ICT systems to the ICT Infrastructure
Framework. This in its own will create an enabling environment contributing to the automation of the
PWMES.
Section 6: This section relates to Phase 7 of the PWMES Model which deals with Planning to Implement and Sustaining the PWMES
1. Is the Department producing/planning to produce any Monitoring and Evaluation [M &
E] Reports for the financial year 2009/2010?
Departments had to respond by ticking the appropriate block.
If yes, departments had to respond by completing a table which speaks to:
• The name of the Report
• The Methodology used
• The completion date for the report
• For whom is the report compiled
Table 9: Departmental Indication of whether M & E Reports are being produced within PGWC
Department
DOA
DOCS
DCAS
DEAT
WCED
DEADP
DOH
DLGH
DotP
DSD
DTPW
Yes
X
X
X
X
X
X
X
X
X
X
No
X
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEAT: Economic Development and Tourism DSD: Social Development WCED: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
29 Department of the Premier in collaboration with SALDRU
Table 10: Summary of M & E Reports produced for 2009/2010 within PGWC
Department
Name of Report
Methodology
Completion
Date
For whom Report is
compiled
Quality Performance
Report
Quantitative & Qualitative Quarterly
within fin yr
PGWC
Landcare Evaluation
Report
Change Methodology 3 months
after end of
fin yr
DOA, Dept of Forestry &
Fisheries, National Treasury
DOA
CASP Evaluation
Report
Quantitative analysis &
descriptive methodology
End of fin yr DOA, Dept of Forestry &
Fisheries, National Treasury
Expansion of NHWs
and its alignment to
CPFs.
Assessment of quarterly
reports. Evaluation of outcome.
Focus meetings with key role-
players
31 Mar 2010 Chief Director: Secretariat for
Safety and Security
DOCS
Policing Priorities and
Needs of the
communities of the
WC
Interviews with CPFs 31 Mar 2010 SAPS, CPFs
Safety Barometer of
6 gang infested areas
Focus Group discussions,
Household Survey
31 Mar 2010 Communities of 6 gang
infested areas
Reports of
field/monitoring visits
undertaken
Mixed methods – interviews,
observations, desktop surveys
Monthly Stakeholders of the
department
DCAS
Reports on large
scale Evaluations
Mixed methods – interviews,
observations, desktop surveys,
focus group interviews
31 Mar 2110 Stakeholders of the
department
SPV Outcome
Survey
Outcome Survey data collection
and analysis
30 April 2010 DEDAT
Impact Study on the
Bandwith Barn
Incubator
Interviews, site visits, review
reports, e valuation programme
documents, review criteria used
to evaluate the proposals
31 Jan 2010 DEDAT
Impact Evaluation of
the RED Door
Outcome assessment approach 31 Jan 2100 DEDAT
RED Door Survey Outcome survey, data
collection and analysis
30 April 2010 DEDAT
Impact Study of the
OCP
Interviews, site visits, review
reports, evaluate programme
documents
31 Jan 2010 DEDAT
Evaluation of the
Tourism Tiered
Support Programme
Interviews, site visits, review
reports, evaluate programme
documents, review criteria used
for intake
31 Jan 2010 DEDAT
DEDAT
Evaluation of the
Rural Economic
Assistance Fund
Interviews, site visits, review
reports, evaluate programme
documents, review criteria used
31 Jan 2010 DEDAT
30 Department of the Premier in collaboration with SALDRU
(REAF) for intake
Evaluation of the
Tourism Safety
Programme
Outcome survey, data
collection and analysis
28 Oct 09 DEDAT
State of readiness of
Learning Institutions
Sampled learning sites using
standardized monitoring
instrument
April 09; Jul
09
WCED Districts
Evaluation: roll-out of
Grade R classrooms
[White Paper 5]
Formative evaluation: Micro-
simulation
Aug 09 WCED Public Works
Policy compliance –
leave for non-
teaching staff
Monitoring and Policy analysis Aug 09 WCED
WCED
Whole school
Evaluation
Formative Evaluation October 09 WCED, National Dept of
Education, Teacher Unions
DEADP
No M & E Reports registered in completed questionnaire
M & E Template and
Minutes
Template compiled for review,
minutes recorded after review
Quarterly HOD and Programme
Managers
DOH
Quarterly Report to
Treasury
Treasury specifications Quarterly Treasury and National Dept of
Health
Quarterly
Performance Report
Collect performance data from
each Directorate
Quarterly National and Provincial
Treasury
Annual Report Reporting on Performance on
APP
Annually National and Provincial
Treasury
Ministerial
Deliverables
M & E Report on Performance Bi-weekly Minister
Roundtable
Programme
Performance Report
Assessment of departmental
performance according to
weighted & scaled priorities
Quarterly HOD
Public Service
Commission M & E
Report
Provide data for PSC to do
assessment on 9 Constitutional
Principles
Annually PSC
Evaluation Report Evaluation of a departmental
programme
To be
announced
HOD
Community
Development
Worker’s Review
Programme
Survey and secondary data June 2009 HOD
Review of Strategic
Plan
Dec 09 HOD
Municipal Quarterly
Performance Report
Collect performance data by
each Directorate
Quarterly Department of Co-operative
Governance & Traditional
Affairs (COGTA)
DLGH
Municipal b-annual
5yrs LGSA Report
Collect performance data by
each Directorate
Bi-Annually COGTA
31 Department of the Premier in collaboration with SALDRU
Annual State of
Municipality Report
Collect performance data from
Municipalities
COGTA
Municipal Annual
Report Assessment
Assessment of the report Department
Quarterly
Performance
Assessment of
Municipalities
(Compass) Report
Quarterly
Municipal
Performance
Excellence Awards
Assessment best performing
Municipality in the province
annually COGTA
Quarterly Housing
Performance Report
(DORA)
Collect performance data by
each Directorate
Department of Human
Settlements
Quarterly MIG Report Collect performance data by
each Directorate
COGTA
Quarterly
Performance
Monitoring Reports
Directorate presentations made quarterly DotP and Treasury
Periodic PGWC
Score Cards
Departments report against
Indicator Framework
As requested Provincial Cabinet
Responsive Budget
Statements
Specific methodology followed Annually Standing Committee for
Gender, Youth and Disability
Provincial Cabinet
HODs
Evaluation
Assessment of
PGWC Budget
Statements
Qualitative and Quantitative Annually Standing Committee for
Gender, Youth and Disability
Provincial Cabinet
HODs
Reports on Local
Government
Strategic Agenda
Specific template Bi-annually DPLG
Cabinet
Annual Report Card
for PGWC
Specific template Annually Presidency
Cabinet
HODs
Data Assessment
Report 2008/2009
Qualitative and Quantitative Once-off Cabinet
HODs
DotP
Readiness
Assessment Report
2009/2010
Qualitative and Quantitative Once-off Cabinet
HODs
Global Provincial
Status Monitoring
Report
Based on 16 District Offices
Monitoring findings
December 09 Senior Management DSD DSD
Annual Performance
Plan
Compilation and synthesis of all
4 QPRs.
April 2010 Management, Treasury,
National DSD
DTPW Gov Motor Transport Qualitative and Quantitative 29 July 2009 HOD and Head of GMT
32 Department of the Premier in collaboration with SALDRU
Annual Performance
Plan
Telephone
Management
Qualitative and Quantitative 31 July 2009 HOD and CFO
SMS Financial
Declarations
Qualitative and Quantitative 14 August
2009
Minister and HOD
First Quarter QPR Qualitative and Quantitative Not decided
yet
No data provided
3 X Lead Strategies
Progress Reports:
No data provided No data
provided
No data provided
DOA: Agriculture DOH: Health DOCS: Community Safety DLGH: Local Government and Housing DCAS: Cultural Affairs and Sport DotP: Premier DEDAT: Economic Development and Tourism DSD: Social Development DOE: Education DTPW: Transport and Public Works DEADP: Environmental Affairs and Dev Planning
With reference to Tables 9 & 10 above, the following observations are made:
In terms of the required planning to implement and sustaining the PWMES for the Provincial
Government of the Western Cape:
• All of the 11 Provincial Government of the Western Cape departments, except for the
Department of Environmental Affairs and Development Planning are producing M & E Reports
for the 2009/2010 financial reports.
• The main M & E Reports produced within the Provincial Government of the Western Cape
focuses on compliance reporting which includes Quarterly Performance and Annual
Performance Reports.
• There appears to be some Evaluation Assessments being produced within the Provincial
sector departments.
In summary of Tables 9 & 10 above, as it relates to the readiness of the Provincial Government
Western Cape departments to implement the PWMES, all Provincial Government departments, with
the exception of one department, have geared themselves into producing departmental M & E Reports.
33 Department of the Premier in collaboration with SALDRU
Section 7: This section is an extension of the Data Assessment Study conducted in the
2008/2009 financial year.
The 2008/2009 Data Assessment process indicated that 98 Research Studies were conducted within
the Provincial Government of the Western Cape.
Departments were given an indication regarding the amount of Research Studies which they registered
for the Data Assessment process and were then asked to complete a Table providing the following
information:
Column 1: The year in which the Research Study was done
Column 2: The Methodology applied in this Research Study
Column 3: A synopsis of the objectives of the Research Study
Column 4: The indicators that are measured in the Research Study
Column 5: The overarching strategic objectives addressed in the Research Study
Column 6: The objectives of PGWC [the new 5-year Provincial Strategic Plan]
Table 11: Summary of M & E Research Studies conducted within PGWC
Department
Research Studies registered 08/09
Additional Research Studies registered for 90/10
DOA
1
0
DOCS
9
4
DCAS
5
0
DEAT
31 MEDS Studies
17 additional studies registered
Tourism – 4 studies
CTRU – 13 studies
WCED
24
0
DEADP
1
9 additional studies registered
DOH
0
0
34 Department of the Premier in collaboration with SALDRU
DLGH
9 0
DotP
7
0
DSD
4
11 additional studies registered
DTPW
7
1 Study withdrawn [BMT]
With reference to Table 11 above, the following observations are made:
Taken from the baseline of 98 Research Studies recorded through the Data Assessment process
conducted during the 2008/2009 financial year:
• The Department of Community Safety has registered four [4] additional Research Studies
• The Department of Economic Development and Tourism has registered seventeen [17]
additional Research Studies
• The Department of Social Development has registered an additional eleven [11] Research
Studies.
• The Department of Transport and Public Works registered eight [8] Research Studies but one
study [BMT study] has been withdrawn. This indicates that the Department now has seven [7]
registered Research Studies.
This section of the Readiness Assessment Study forms the foundation for an Evaluation Scoping
exercise which is currently being conducted by the Directorate: Evaluation within the Department of the
Premier and which explores, in much further detail, these Research Studies across the Provincial
Government of the Western Cape. The Directorate: Monitoring has thus compiled a Catalogue of
Research Studies in which all the Research Studies conducted by the Provincial Government of the
Western Cape is profiled.
35 Department of the Premier in collaboration with SALDRU
77.. CCoonncclluussiioonn
The key findings and analysis of this Report reflects that most of the Provincial Government
departments in the Western Cape have all the necessary elements in place to conduct coherent and
integrated M & E in respect of the ten [10] Strategic Objectives and ensuing Strategic Directives of the
5-year Provincial Strategic Plan.
Two of the departments [Agriculture and Environmental Affairs and Development Planning] do not have
dedicated M & E units and this need to be addressed within the Top Management and Executive
structures of the Provincial Government of the Western Cape.
Other than the above, most departments across the Provincial Government of the Western Cape have
demonstrated a fair amount of readiness in terms of the PWMES 7-phase Model.
36 Department of the Premier in collaboration with SALDRU
88.. RReeccoommmmeennddaattiioonnss
Emanating from the above the following recommendations are made:
1. With reference to the required Overarching Frameworks for the PWMES, technical
guidance is provided to those departments who are in the process of developing these
Frameworks. This could be addressed in the upcoming International/Provincial M & E
Results-based course proposed for the Provincial M & E Forum to be held in February
2010.
2. With reference to Indicator and Results Frameworks, guidance should be provided so that
Provincial Government departments could align their respective PWMES Indicator and
Results Frameworks to the outcomes and impacts that the Provincial Government of the
Western Cape wants to achieve.
3. The Provincial M & E Forum work programme for 2010/2011 be designed to capacitate
Provincial departments to move to an outcomes/results-based approach in terms of the M
& E Reports generated by the respective departments.
4. The Evaluation Scoping exercise as per Section seven [7] of the Readiness Assessment
report be expanded in 2010/2011 and that a Provincial Government Western Cape
Research Forum be established to ensure that any research undertaken within PGWC is in
line with the ten [10] Strategic Objectives and the respective Strategic Directives of the 5-
year PSP.
37 Department of the Premier in collaboration with SALDRU
99.. BBiibblliiooggrraapphhyy
1. Department of the Premier: Chief Directorate: MER. Current reality of M & E in the Western Cape
province (2005)
2. Department of the Premier. Chief Directorate: MER. Provincial M & E Audit –Phase 2 (2007)
38 Department of the Premier in collaboration with SALDRU
ISBN: 978-0621-39151-0