This study investigates the critical role of Monitoring and Evaluation (M&E) systems in enhancing good governance and performance within local government structures in South Africa. Despite policy initiatives to strengthen oversight, many municipalities continue to exhibit signs of dysfunction, with weak accountability mechanisms and fragmented performance management processes. Using a quantitative research design grounded in the Theory of Change (ToC) and the Government-Wide Monitoring and Evaluation System (GWMES), the paper evaluates the structure, reach, and effectiveness of existing M&E practices across five municipalities in the North West Province. Results highlight that while M&E is widely recognised as essential for good governance, its implementation is hindered by inadequate institutional frameworks, poor data management, and limited public participation. The findings emphasise the need for a consolidated, participatory M&E model that is embedded within governance structures such as Ward Committees, Municipal Public Accounts Committees (MPACs), and Internal Audit Units. By integrating feedback mechanisms and stakeholder engagement into performance management systems, municipalities can enhance transparency, responsiveness, and public trust. This paper contributes to the growing body of knowledge on local governance by offering empirical evidence and strategic recommendations for the institutionalisation of effective M&E systems that promote sustainable service delivery and democratic accountability.
Marindi et al. (Sat,) studied this question.
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