| dc.contributor.author |
Rasila, Bernard Naledzani |
|
| dc.date.accessioned |
2024-11-29T10:30:49Z |
|
| dc.date.available |
2024-11-29T10:30:49Z |
|
| dc.date.issued |
2024-08-25 |
|
| dc.identifier.citation |
Bernard N Rasila. (2024) “Importance of Effective Monitoring and Evaluation on Good Governance, Effective Service Delivery and Development in Public Sector.”, Journal of Social and Behavioral Sciences, 1(2); DOI: 10.61148/JSBS/008 |
en_US |
| dc.identifier.uri |
http://hdl.handle.net/123456789/1602 |
|
| dc.description |
Article |
en_US |
| dc.description.abstract |
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. |
en_US |
| dc.language.iso |
en_US |
en_US |
| dc.publisher |
ADITUM |
en_US |
| dc.subject |
Effective monitoring and evaluation |
en_US |
| dc.subject |
Good Governance |
en_US |
| dc.subject |
Service delivery |
en_US |
| dc.subject |
Public sector |
en_US |
| dc.subject |
Development |
en_US |
| dc.title |
Importance of Effective Monitoring and Evaluation on Good Governance, Effective Service Delivery and Development in Public Sector |
en_US |
| dc.type |
Article |
en_US |