The Monitoring and Evaluation of Government-Funded Organizations in the Western Cape: Discourses of Social Development Presentation for SAMEA Conference, March 2007 Jill Olivier: University of Cape Town Dr. Nokuzola Makosana: Chief Directorate Transformation Management, Monitoring and Evaluation Directorate, Provincial Government of the Western Cape

The Monitoring and Evaluation Directorate of the Department of Development - Provincial Government of the Western Cape in effect since 2003 assessed half of the over 1300 externally funded organisations in the Western Cape producing 12 district level “Assessment Reports” for funded organisations And assessment of own district offices

other governmental groups other provincial M&E units government policy developers South African academic M&E staff and consultants the M&E expertise of the South African civil society or NGO sector the previous government’s evaluation data the developers of the primary M&E tool (OCAT) Needing integration with…

iKapa Elihlumayo The Transformation Plan The Integrated Service Delivery Model Batho Pele Principles White Paper for Social Welfare The DoSSPA Strategic Plan The Public Finance Management Act The Skills Development Act The Accelerated Growth and Development Strategy The Nonprofit Organisations Act Some policy areas…

Worcester Assessment Report “Since the funded organisations in your area were assessed during 2004 restructuring of the Department took place in order to give effect to the Transformation Plan of the Department which was adopted on 5 April 2006”

Vredendal Assessment Report “…(to) the Assessment Team for hanging in there despite the changes in the environment, weather, terrain and demands of the project and for not losing sight of the vision”

simultaneously in a state of transition and in a position of key importance… at the forefront of both measuring and engendering several key policy directives and emphases What effect do these wide-ranging and sometimes conflicting demands on the M&E process have on partnerships – which they are mandated to forge and support – partnerships with the funded organizations and the communities in which they are based?

Conflicting Discourses: Participation, Self- Sufficiency and Compliance “The language of development rhetoric and writing changes fast. The reality of development practice lags behind the language” – Chambers, 2005

“…undoubtedly far more involved than that required for traditional evaluation mechanisms. Evaluators must develop and maintain a deep understanding of what monitoring and evaluation is in general and what PME&R is in particular. With this understanding they must be immersed in the process and be allowed adequate time to reflect upon their experience…” - Booth et al, 2001

“…(there are) still some internal barriers to transformation that will have to be addressed to ensure successful implementation. These barriers centre predominantly around cultural diversity, mindset and attitudes which often tend to be reflected in fear of and resistance to change.” DoSSPA Transformation Plan, 2006

“within the limits prescribed by law, every organ of state must determine and co- ordinate the implementation of its policies and measures in a manner designed to promote, support and enhance the capacity of NPOs to perform their functions.”NPO Act, 1997

“The Department emphasizes monitoring and evaluation, and monitoring and evaluation mechanisms and processes have therefore been outlined. This is aimed at ensuring cooperation rather than conflict, so that the Department’s valued relationship with service providers and beneficiaries is maintained for the betterment of society” - Integrated Service Delivery Model, 2006

Development is complex “…complex and interrelated…challenges which also constitute profound opportunities to seek a fundamental shift in the developmental path of the province…(and a) comprehensive response to the multiple dimensions of poverty” – PGWC, 2006

Challenges… To build partnerships through evaluation, not despite it To strengthen partnerships between government, academic, civil society and M&E communities Sharing skills, capacity and knowledge To navigate sustainable partnerships despite sometimes conflicting discourses and policy directives.

Recommendation: encourage the development of a “research culture” “When evaluators talk of research and theory, it is not unusual for programme staff to say that they are not in the theory business or that they are practical people interested in making a difference, and not interested in theoretical or research issues. But this is a false dichotomy” – Louw, 2004

Action Research “(Action research is) a way in which knowledge about a social system can be generated while at the same time attempting to change it.” - Lewin 1998 It is research that each of us can do on our own practice, that “we” (any team or family or informal community of practice) can do to improve its practice

continuing their current work, but in an environment of critical engagement. This means encouraging interaction with: the M&E process how this fits in the larger M&E framework how this fits with the larger policy environment and all this within the development context in which they work