Abstract:
Monitoring and evaluation (M&E) systems continue to be at the centre of and a
reference point for effective public service performance management ethos. A clear
distinction exists between performance measurement and performance management,
the latter carrying an addition for use of M&E performance information
generated from the M&E systems. The performance management regime has been
overtaken by the new public governance or the so-called “New Public Service” that
goes deeper in suggesting a wholesale use of M&E information within complexities
of stakeholder management and the public service political space. The debate on
the consumption of M&E performance information starts in the quest for pursuing
an agreement in the public interest. Evidence demonstrates that politics and political
space affect the level of adoption and use of M&E information. The ferocity of
politics and complexities of the political operating environment have the ability of
distressing consumption of M&E information.
