Any development intervention must be able to answer four fundamental performance ques- tions illustrated in figure 1. (i) What results did we want to achieve (ii) did we achieve them (iii) how can we prove that they have been achieved? (iv) What do these results tell us?
In the public sector context, performance
management is a term that is used to describe policies and procedures that are put in place to ensure that resources employed by pub- lic agencies deliver value to citizens, who are not only taxpayers, but service users of various public goods and services. A performance sys-
tem is therefore put in place to focus on results
that ‘’provide real and beneficial social out- comes to the public, their ultimate customers. Social outcomes are defined as changes or ben- efits in public service, such as improvements in learning, public safety or health, that affect the social and economic situation of citizens.’’
Performance management is therefore a man-
agement approach that seeks to deliver the highest level of performance ensuring that re- sources deliver (i) value for money (ii) create positive social outcomes (iii) are used in an accountable manner (iv) ensures coherence between strategic objectives and operational plans, and (v) enhance good decision-making based on reliable data and information. Perfor-
mance management can therefore be summa- rized as ‘managing for results’.
4 LINK BETWEEN PERFORMANCE
MANAGEMENT AND M&E
The link between performance management
in place to define results and track them over time, and use supplied information to guide decision-making. M&E answers a number of fundamental questions illustrated in figure 7.1.
Figure 7.1 outlines four fundamental perfor- mance questions that should guide results oriented performance management systems. These questions touch on objectives, results, data and lessons learned.
Objectives
Results
Data
Lessons
What goals did we want to achieve? •
Did we achieve them? •
How can we prove that they have been achieved? •
What do these results tell us? •
Figure 7.5 - Key M&E questions
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These questions can only be answered when an effective M&E system has been put in place.
Results-based M&E is therefore a system that seeks to define and achieve the highest level
of results that have an impact on the lives of
citizens. Kusek et al. (2004, pp 12) define M&E as: “Results-based monitoring is a continuous process of collecting and analysing information to compare how well a project, program, or policy is being implemented against expected results.’’
A World Bank publication 2004, ‘Monitoring and Evaluation, Some Tools, Methods and Ap- proaches’, uses the following definition: ’’Mon- itoring and evaluation systems (M&E) are at
Local Authorities Performance: Lessons Learned for M&E and Reporting of Projects
Input
Kshs 200 Million used •
to construct bus park
Outputs
a bus park with capacity of •
200 MV is constructed
Impact
Kisimani County Council •
is now attracting direct investment
200 residents have access •
to efficient transport Figure 7.6 - M&E results framework
the centre of sound governance arrangements.
They are necessary for the achievement of ev- idence-based policy-making, budget decisions, management, and accountability.’’ M&E pro- vides unique information about programmes, policies, and projects; it can identify what works and when, and what does not and the
reason why’’
These statements establish the link between
M&E and performance. Monitoring and evalua- tion (M&E) is now accepted in the development
sphere as a crucial component of any develop- ment activity. M&E provides data and informa- tion on various development programmes and projects and acts as a learning tool for demon- strating results. Because development aims to maintain or improve positive results, M&E has become an indispensable framework for defin- ing, tracking and using results of programme
interventions.
The essential elements of an M&E process are captured in Figure 7.2. The process involves
the commitment of inputs to produce outputs
that lead to impact.
Without such a framework, it is difficult to
measure results at various levels and there will
be lingering questions in the minds of the citi-
zens and other stakeholders regarding use of
resources and service delivery met.
M&E supplies quality information to support performance management without which, key
users and stakeholders cannot measure per- formance and make sound decisions. Monitor- ing and evaluation is therefore an intrinsic part of performance management. M&E consists of
the following parts:
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inputs, outputs, outcomes and impact.
Indicators are used to set performance
targets and they are the basis for quan- titative and qualitative data.
o Data sources. These are important in- formation instruments upon which to
document results and provide evidence
on performance.
o Rapid appraisal. these are feedback sur- veys to define the satisfaction of benefi- ciaries and other stakeholder views. LAs use customer satisfaction surveys as a rapid appraisal instrument.
o Formal evaluation. this measure the
performance (efficiency and effective- ness) of a project or programme and
whether or not it met the development
objective.
Some of the typical evaluations are the annual LATF reviews and performance contracting re- ports that begin to suggest how effectively LAs use public resources to deliver services. Figure 7.7 illustrates the integrated nature of
M&E systems and how they lead to account- ability and improved service delivery.