Abstract
The study focused on the effectiveness of monitoring and evaluation systems on the performance of Schedule 2 State-Owned Enterprises. Monitoring and evaluation is an important part of managing an organisation’s performance. It is a useful mechanism for ensuring that the strategic objectives of any organisation are realised. Moreover, it provides information or data that can be utilised to maximise the strengths, address the shortcomings and foster accountability and transparency within an organisation. The study began with a description of the monitoring and evaluation of State-Owned Enterprises. It further provides a brief history of the origins of monitoring and evaluation and how it has been adopted around the world. Then, the study described how monitoring and evaluation has been adopted in South Africa through the Government-Wide Monitoring and Evaluation System to provide reform to the public sector and foster a culture of monitoring and evaluation within government and State-Owned Enterprises.
The study provided the legislative and regulatory framework; oversight institutions and committees that are responsible for monitoring and evaluating State-Owned Entities, as well as the monitoring and evaluation of institutional arrangements within the government. The study identified various challenges faced by the legislative and regulatory framework, the implementation of the Government-Wide Monitoring and Evaluation System, oversight institutions and committees; and the institutional arrangements. The study further showed that Schedule 2 State-Owned Enterprises are not meeting their strategic objectives and how the relevant role-players are creating an unfavourable environment for State-Owned Enterprises to be fully effective.
The study identified that monitoring and evaluation systems are not being utilised effectively thus weakening the performance of State-Owned Enterprises. This is attributed to the fact that the results communicated are essentially lost within the value chain and not utilised to improve organisational performance. Based on the findings of the study, the implementation of the Government-Wide Monitoring and Evaluation System needs to be improved to support State-Owned Enterprises’ performance management systems. In response to these findings, the study proposed recommendations that the government and State-Owned Enterprises can put in place to address the identified inadequacies.
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KEYWORDS
Monitoring, Evaluation, Monitoring and Evaluation, Performance Management, State-Owned Enterprise.