http://hdl.handle.net/123456789/1601 2026-04-13T12:23:01Z 2026-04-13T12:23:01Z Rasila, Bernard Naledzani http://hdl.handle.net/123456789/1604 2024-11-29T11:02:16Z 2021-08-14T00:00:00Z

IMPROVING GOVERNMENT COMMUNICATION SERVICES THROUGH EFFECTIVE MONITORING AND EVALUATION Rasila, Bernard Naledzani Government Communication has been regarded key management tool in South Africa. This was seen following the dawn of democracy in 1994 when it became imperative for government to communicate in transparent and developmental manner. Government has been communicating and using resources to communicate to its people with the aim of empowering them with information they will use in developing their lives. Resources are allocated for communication in all spheres of government. The impact assessment adopting techniques of qualitative methodology has been used to assess impact of government communication in South Africa. It was realised that government communication is implemented in different ways by different government institutions, resources are used year after the other but there is no indication that the messages communicated has impact in the lives of the target audience. This can be attributed to lack of effective monitoring and evaluation in government communication Article

2021-08-14T00:00:00Z Rasila, Bernard Naledzani http://hdl.handle.net/123456789/1602 2024-11-29T10:30:49Z 2024-08-25T00:00:00Z

Importance of Effective Monitoring and Evaluation on Good Governance, Effective Service Delivery and Development in Public Sector Rasila, Bernard Naledzani Although there are challenges in the implementation of effective Monitoring and Evaluation (M & E) in public sector, there is an agreement in many facets that effective M & E plays a role in improvement of good governance, effective service delivery and development in communities. However, every time M & E concepts are introduced in implementation of any government intervention or programme, practitioners raise challenges that include lack of support from the programme or intervention managers who think M & E is a mechanism to find faults and has potential to dent their performance assessment results. Little do they see M & E as reliable tool to lead to general development within the communities as it holds programme implementors accountable to resources and general performance. The techniques of mixed methodologies have been adopted for this study with the aim of bringing both quantitative and qualitative data together in assessing the depth and importance derived from implementation of effective M & E in public sector. Quantitative data collected revealed that M & E is still regarded as an added performance in departments and as such not adequately resourced both financially and human resource. Qualitative data revealed levels of reluctancy on part of top management to use findings of M & E to the latter. Findings also reveal that M & E findings do not serve in top management except where the department is afraid of the aftermath that may follow should there be no implementation. Lack of implementation of evidence-based findings of M & E leads to no improvement in intervention implementation and lack of development withing the communities. The study recommends amongst others that M & E units are strengthened through capacity and financial resources. It also recommends the importance of public sector to internalise M & E as a daily management tool. Article

2024-08-25T00:00:00Z