Thesis (MPA) -- Stellenbosch University, 2012. / ENGLISH ABSTRACT: This study set out to assess the degree to which organisational performance management (OPM) has been implemented at the Drakenstein and Stellenbosch municipalities. A purposive sampling protocol was used, as being representative of developing “B” municipalities. A mixed methodology was employed in lieu of satisfying a thorough triangulation. The thesis objectives were to assess four components or themes of OPM, namely, (i) the objectives specified for OPM, (ii) capacity to implement OPM, (iii) resources available to implement OPM and (iv) the instrument(s) employed to measure organisational performance outcomes. The fifth objective was to construct a “normative” for OPM, for the chosen population, based on the findings from the assessment of the first four objectives stated. The findings revealed that OPM was not institutionalised, or formalised in a manner that manifested a dedicated OPM department and operation. Findings revealed too, that there were many factors which led to “indistinctness” in the way OPM is regarded at the municipalities, as OPM is merged with the Integrated Development Plan (IDP) and Service Delivery and Budget Implementation Plan (SDBIP). One critical factor is that the IDP and SDBIP are not instruments designed to measure performance; hence ‘overall’ performance reports issued in the annual reports remain lacking in being comprehensive. The researcher stressed the importance of strategic planning beyond the IDP and the SDBIP and has motivated for a dedicated OPM function with strategic human resources planning. These measures would ensure the alignment of strategic objectives to the municipalities programme and departmental objectives. Furthermore, no clear separations of functions were found between OPM and the individual appraisal (IA) of senior and general employees as stated in the ‘performance management policies of both municipalities. Chapter five of the study evaluates each of the four themes in terms of the survey results, literature and legislation reviews. For each of the four themes, critical success factors (CSF’s) for the implementation of OPM at the municipalities were constructed. In addition, the evaluation of information in chapter five provided a basis for the formulation of the normative framework presented in chapter six, which offers a “normative” picture of what would constitute effective and efficient OPM at both municipalities. Taken together, the empirical findings, CSF’s and normative framework offers solution to the research problem, which was to conclude an assessment of OPM at the Drakenstein and Stellenbosch municipalities. It is envisaged that the results from this thesis would be of strategic value to the municipalities assessed. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie was om die mate waarin organisatoriese prestasiebestuur (OPB) by die munisipaliteite van Drakenstein en Stellenbosch geïmplementeer is, te assesseer. Die steekproef is doelgerig gekies as verteenwoordigend van ontwikkelende “B”-munisipaliteite. ’n Gemengde metodologie is gebruik ten einde ’n deeglike triangulasie uit te voer. Die doelstellings van die tesis was om vier komponente of temas van OPB te assesseer, naamlik (i) die doelstellings wat vir OPB gespesifiseer is, (ii) kapasiteit om OPB te implementeer, (iii) hulpbronne beskikbaar om OPB te implementeer en (iv) die instrument(e) wat gebruik is om organisatoriese prestasie-uitkomste te meet. ’n Vyfde doelstelling was om ’n ‘normatief’ vir OPB vir die steekproef saam te stel op grond van die bevindings van die assessering van die vier eersgenoemde doelstellings. Die bevindings het aan die lig gebring dat OPB nie geïnstitusionaliseer of geformaliseer is op ’n wyse wat ’n toegewyde OPB-departement en -werksaamhede aan die dag lê nie. Die bevindings het ook getoon dat daar talle faktore is wat tot ‘onduidelikheid’ lei oor die manier waarop OPB by die munisipaliteite hanteer word, aangesien OPB in die Geïntegreerde Ontwikkelingsplan (GOP) en die Dienslewerings- en Begrotingsimplementeringsplan (DLBIP) opgeneem word. Een kritieke faktor is dat die GOP en DLBIP nie instrumente is wat ontwerp is om prestasie te meet nie, wat daartoe lei dat die ‘algehele’ prestasieverslae in die jaarverslag onvolledig sou bly. Die navorser beklemtoon die noodsaaklikheid van strategiese beplanning wat verder as die GOP en die DLBIP strek asook van ’n toegewyde OBP-funksie tesame met strategiese menslike hulpbron beplanning. Hierdie maatreël sal verseker dat strategiese doelstellings in ooreenstemming is met die munisipaliteite se program- en departementele doelstellings. Voorts is geen duidelike skeiding van funksies gevind tussen OPB en individuele beoordeling van die senior en algemene werknemers soos gestipuleer in die prestasiebestuursbeleide van die munisipaliteite nie. In hoofstuk 5 word elk van die vier temas teenoor die resultate van die opname, die literatuur en ’n oorsig van wetgewing geëvalueer en vir elke tema word kritieke suksesfaktore gelys vir die implementering van OPB by die munisipaliteite. Hierbenewens vorm die evaluering van die inligting in hoofstuk 5 ’n grondslag vir die formulering van die normatiewe raamwerk wat in hoofstuk 6 aangebied word, wat ’n geheelbeeld gee van wat doeltreffende en doelmatige OPB by albei munisipaliteite behels. Gesamentlik bied die empiriese bevindings, die kritieke suksesfaktore en die normatiewe raamwerk ’n antwoord op die navorsingsprobleem, naamlik om ’n assessering van OBP by die munisipaliteite wat in die steekproef verteenwoordig word, uit te voer. Die resultate van hierdie studie sal van strategiese waarde wees vir die munisipaliteite wat geassesseer is.

Thesis (MPA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: This research study was motivated by the apparent disparities and incoherence in monitoring and evaluation (M&E) in government departments in South Africa. An in-depth study was undertaken with the objective to assess the processes followed in designing, developing and sustaining an M&E system. The study also looked into the institutional requirements and arrangements of M&E in government. The aim was formulate recommendations which could be modeled against to improve the M&E systems in government. In conducting a literature review, emphasis was placed on the theoretical and conceptual frameworks as well as policy and legislative frameworks relevant to M&E. The study followed a qualitative research design and included empirical and ethnological research which followed a case study approach. The primary data was sourced through semi-structured questionnaires or a research schedule which was administered through interviews. The sample considered was comprised of senior management of the Department of Arts and Culture, the M&E unit, focus groups and the Office of the Premier. A content analysis of the key documentation relating to M&E was also conducted. The study found that institutionalisation transcended beyond structural and organisational arrangements and looked into issues of governance, human resources, value systems, training, capacity and professional associations. However, the readiness assessment was not conducted to determine the level at which these traits were in the department. It was noted that the department had cultivated a sufficient culture of M&E within itself which was manifested its high placement on the agenda of management meetings. It was noted that there were sufficient policy and legislative frameworks to support M&E in government. It was also found there was no systematic and logical process followed, as recommended by Kusek and Rist (2004), in designing, building and sustaining results-based M&E in the department. Based on the findings, the researcher recommended that M&E training be provided to staff in the department and the readiness assessment be conducted thereafter in order to identify the gaps in this programme and put relevant interventions in place. / AFRIKAANSE OPSOMMING: Die navorsing is aan die gang gesit deur die klaarblyklike verskille en onsamehangendheid in monitering en evaluasie (M&E) in Regeringsdepartemente in Suid-Afrika. ’n Diepgaande studie is toe onderneem waarvan die doelwitte was om die prosesse te assesseer wat gevolg is in die ontwerp, ontwikkeling en onderhouding van ’n M&E-stelsel. Die studie het ook gekyk na watter vereistes en reëlings nodig is om M&E in die Regering in te stel. Die doel daarvan was om aanbevelings te maak wat gebruik kan word om die M&E-stelsels in die Regering te verbeter. Met die navorsing wat in literatuur gedoen is, is die klem gelê op die teoretiese en konsepsionele raamwerke sowel as op beleids- en wetgewende raamwerke wat met M&E verband hou. Die studie het ’n kwalitatiewe navorsingsontwerp gevolg en het empiriese en etnologiese navorsing ingesluit wat ’n gevallestudie-benadering gevolg het. Die primêre data is verkry deur semi-gestruktureerde vraestelle of ’n navorsingslys wat toegepas is deur middel van onderhoude. Die groep wat as voorbeeld gebruik is, het bestaan uit senior-bestuur van die Departement, M&E-eenheid, fokusgroepe en die Kantoor van die Premier. ’n Ontleding van die inhoud van sleuteldokumentasie wat met M&E verband hou, is ook gedoen. Die studie het gevind dat institusionalisering verder gestrek het as strukturele en organisatoriese reëlings en het gekyk na kwessies van bestuur, menslike hulpbronne, waardestelsels, opleiding, kapasiteit en professionele verenigings. Maar die gereedheidsassessering is nie gedoen om te bepaal op watter vlakke hierdie eienskappe in die Departement bestaan nie. Daar is opgelet dat die Departement ’n voldoende kultuur van M&E in die Departement aangekweek het wat geopenbaar is deurdat M&E hoog op die agenda van bestuursvergaderinge geplaas is. Daar is opgelet dat daar voldoende beleids- en wetgewende raamwerke in die Regering is om M&E te ondersteun. Daar is ook gevind dat geen stelselmatige en logiese proses gevolg is, soos aanbeveel deur Kusek en Rist, in die ontwerp, ontwikkeling en onderhouding van Resultaat-gegronde M&E in die Departement nie. Die navorser het, op grond van die bevindings, aanbeveel dat opleiding oor M&E aan personeel in die Departement gegee word en die gereedheidsassessering daarna gedoen word om gapings te identifiseer en toepaslike tussenkomste in werking te stel.