monitoring and evaluation framework 2011

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Monitoring and Evaluation Framework


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TABLE OF CONTENTS

1. INTRODUCTION1.1. Contextual Background1.2. URP Overall Objectives1.3. City o Cape Town URP Strategic Objectives1.4. Project Brie

2. METHODOLOGY

3. GOVERNMENT-WIDE MONITORING AND EVALUATION SYSTEM/FRAMEWORK

4. MONITORING AND EVALUATION THEORY4.1. Monitoring and Evaluation4.2. What is monitoring?4.3. What is Evaluation?4.4. Results Framework

An example o a results ramework

5. URP KEY TENETS5.1 URP Vision5.2. Objective5.3 . URP Linkage to the City o Cape Towns Strategic Objectives5.4. INSTITUTIONAL FRAMEWORK5.5 Below are key stakeholders o the URP

6. URP MPLEMENTATION FRAMEWORK

7. URP DEPARTMENTS STRATEGIC ROLES

7.2 Coordination and integration o development initiatives7.3. Inter-sphere, inter-sectoral project planning, budgeting and implementation7.4. Resource mobilization (nancial and non-nancial)7.5. Monitoring and evaluation o URP programmes7.6. Communication

8. URP ANCHOR PROJECTScoordinates (inormants), namely:

8.2 The URP ocus on the implementation o anchor projects or the ollowing reasons

9. KHAYELITSHA ANCHOR PROJECT

9.1. Khayelitsha CBD Development9.2 Rail Extension9.3 Health9.4 Housing / Land9.5 Swartklip Sport Complex

10. MITCHELLS PLAIN10.1 Mitchells Plain CBD and Transport Interchanges10.2 Remodeling o Lentegeur and Mandalay Transport Interchanges10.3 Youth and Family Development Centre and Taelsig Public Space Upgrade10.4 Housing

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11. NEW URP ANCHOR PROJECTS11.1. KHAYELITSHA

Kuyasa Coastal Resort11.2. Kuyasa Public Transport Interchange Development and other nodes11.3. Site C Area Development 2211.4. Khayelitsha District Hospital

12. MITCHELLS PLAIN:12.1. Kapteinsklip Station Precinct Development12.2. Watergate Housing Development12.3. Lentegeur12.4. Mitchells Plain District Hospital

13. MONITORING AND EVALUATION FRAMEWORK:13.1. Steps in Developing your M & E System in Line with ones Job Description1. Strategic objectives o URP.2. Results3. Indicators

4. Key Perormance Indicators5. Means o Verication (MoV)13.2. Project Planning Matrix (PPM)13.3. URP DASH-BOARD AND MONITORING FRAMEWORK13.4. GRAPHIC ILLUSTRATION:

GLOSSARY OF TERMS

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ACRONYMS AND DEFINITIONS

URP

M&E

PMT

IDP

SDF

CPF

SAPS

NDPG

HIV

AIDS

KPI

PPM

MOV

CBD

PRASA

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Urban Renewal Programme

Monitoring and Evaluation

Project Management Team

Integrated Development Plan

Special Development Framework

Community Policing Forum

South Arican Police Services

National Development Partnership Grant

Human Immune Virus

Aquired Immune Deciancy Syndrome

Key Perormance Indicators

Project Planning Matrix

Means o Verication

Central Business District

Public Rail Agency o South Arica


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1. INTRODUCTION

1.1. Contextual BackgroundIn February 2001, in his state o the nation address, ormer president Thabo Mbeki announced the Urban RenewalProgramme (URP), aimed at addressing poverty and underdevelopment, in eight urban areas, nationally. Khayelitsha andMitchells Plain were two such nodes in the Western Cape, and both are located within the administrative boundarieso the City o Cape Town. The designated URP areas represent geographic spaces that are characterized by high rates o

crime and unemployment, and where the largest concentration o the poor live.URP was planned and is being implemented as a pilot programme that has duration o ten years (2001-2011). Therationale o the URP is that, experience gained rom its implementation should inorm urban development policy andstrategy initiatives, and lessons learnt should be replicated to other areas.

It is against this back-drop that the URP department in the City o Cape Town has commissioned a project to developURP monitoring and evaluation mechanisms. Comprehensive monitoring and evaluation mechanisms should haveormed an integral part o URP rom its inception, since URP is a learning by doing initiative. The monitoringand evaluation mechanisms proposed in this document, as much as they are URP specic, they are applicable generallyto urban development initiatives with similar objectives.

1.2. URP Overall ObjectivesThe overall objectives o URP as captured in its ounding documents are; Promoting local economic development to reduce poverty and unemployment. Providing a safe and secure environment by supporting crime prevention initiatives. Supporting education, training and skills development. Creating a quality urban environment where people can live with dignity and pride. Developing efcient, integrated and user-friendly transport systems. Creation of jobs through labour intensive methods of work. Delivering well-managed safety nets. (cohesive and sustainable communities).

In spite o the act that there were national objectives or URP, the City o Cape Town came with strategic objectives

that address issues specic to its locality and simultaneously aligned to national objectives.

1.3. City o Cape Town URP Strategic Objectives Promoting local economic development to reduce poverty and unemployment. Providing a safe and secure environment by ghting crime. Supporting education, training and skills development. Creating quality urban environment where people can live with dignity and pride. Developing efcient, integrated and user friendly transport system. Creating job opportunities through the extended public works programme. Delivering well managed safety nets.

1.4. Project BrieURP M &E project is aimed at developing M &E mechanisms and indicators or the programme as well as or the URPprojects. M & E project outcomes should assist in assessing whether the URP is achieving its intended objectives or not,what are the areas o weakness and what are the areas o strength.Specically, the assignment was commissioned to achieve the ollowing substantive objectives: Development of URP overarching M & E framework. Development of project specic M & E mechanisms to ensure that projects realize their objectives and they

advance broader URP objectives.

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In terms o the brie, the overall URP M & E Framework should be inclusive o the ollowing components:

The elements of the Policy Framework for the Government-wide Monitoring and Evaluation System. Development of appropriate indicators to monitor and evaluate at various levels of the system. Determination of credible baseline and monitoring data on the specied indicators. Specication of targets. Evaluations types, timing, and responsibility.

Reporting and using ndings. Guidelines for the sustainable institutionalization of the M&E system.

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2. METHODOLOGY

The methodology used in developing the M & E ramework is a combination o desktop inormation collection,interviews with key inormants and workshopping o the project with URP sta. The project evolution has been guidedby the project management team (PMT) which met on ortnightly basis.Below are project methodological tools\mechanisms that have been used to develop the URP M & E Framework: Literature Review: This formed the crucial base for the framework as it entailed getting background information

rom similar initiatives or benchmarking purposes. Review of all URP programme documents: this was aimed at establishing basis upon which the programme was

planned and implemented to identiy gaps and synergies. Bilateral interviews with key informants: To conrm key tenets emerging from secondary data. To bounce and

explore proposals or urther inputs, comments and endorsement. Stakeholder workshops: Presentation of project proposals for soliciting further comments and inputs from URP

sta members. These workshops have assisted to capacitate URP sta on M & E, and associated mechanismsand concept. This orged a common understanding o M & E among sta.

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3. GOVERNMENT-WIDE MONITORING AND EVALUATION SYSTEM/FRAMEWORK

This is an over-arching policy ramework or monitoring and evaluation o South Aricas development and institutionalinitiatives (inclusive o all spheres o government and state owned enterprises). It is aimed at providing an integrated,inclusive ramework o monitoring and evaluation principles, practices and standards to be used by government and itsinstitutions.

The overall objective o the government-wide monitoring and evaluation ramework is to improve the eectiveness ogovernment so that greater development impact can be achieved. The ramework, like the URP, is based on anunderstanding that development challenges should be constantly highlighted so that they can be dealt with rigorouslyand in a sustained manner; and success stories to be replicated or the benet o other communities who are acedwith similar challenges.

Monitoring and evaluation is complex and skill intensive process. Thereore, government wide monitoringand evaluation ramework proposes that, development o programme monitoring and evaluation should be coupledwith capacity building o users in order to be eective.

The government- wide monitoring and evaluation ramework seeks to deliver the ollowing output:

Improved quality of performance information and analysis at programme level (inputs, outputs and outcomes). Improved monitoring and evaluation of outcomes and impact across the whole of government( i.e. government

programme o action, provincial growth and development plans, service delivering business implementationplans, etc).

Projects that seeks to improve monitoring and evaluation performance. Capacity building initiatives to build capacity for monitoring and evaluation and foster a culture of governance

and decision making which responds to monitoring and evaluation ndings.(Government-wide monitoring and Evaluation system, November 2007, page7)

The government-wide monitoring and Evaluation ramework is based on the ollowing principles:

Monitoring and Evaluation should contribute to improved governance. Monitoring and Evaluation should be development oriented. Monitoring and Evaluation should be undertaken ethically and with integrity. Monitoring and Evaluation should be user-friendly and operationally effective. Monitoring and Evaluation should be methodologically sound.

The ormulation o URP Monitoring and Evaluation mechanisms and project specic monitoring and evaluationare based on the government- wide Monitoring and Evaluation ramework.

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4. MONITORING AND EVALUATION THEORY

4.1. Monitoring and EvaluationMonitoring and evaluation is a participatory, democratic process or examining the values, progress, constraints andachievements o projects/programs by stakeholders. It recognizes and values the subtle contributions o local peoplesand empowers them to become involved and contribute to a nations development process.Although the term monitoring and evaluation tends to get run together as i it is only one thing, monitoring and

evaluation are, in act, two distinct sets o organisational activities, related but not identical.

What monitoring and evaluation have in common is that they are geared towards learningrom what you are doing and how you are doing it, by ocusing on: Efciency Effectiveness Impact

Eciency tells you that the input into the work is appropriate in terms o the output. Thiscould be input in terms o money, time, sta, equipment and so on. When you run a project and are concernedabout its replicability or about going to scale then it is very important to get the eciency element right.

Eectiveness is a measure o the extent to which a development programme or project achieves the specicobjectives it set. I, or example, we set out to improve the qualications o all the high school teachersin a particular area, did we succeed?

Impact tells you whether or not what you did made a dierence to the problem situation you were trying toaddress. In other words, was your strategy useul? Did ensuring that teachers were better qualied improvethe pass rate in the nal year o school? Beore you decide to get bigger, or to replicate the project elsewhere,you need to be sure that what you are doing makes sense in terms o the impact you want to achieve.

From this it should be clear that monitoring and evaluation are best done when there has

been proper planning against which to assess progress and achievements.

4.2. What is monitoring?Monitoring is the systematic collection and analysis o inormation as a project progresses. It is aimedat improving the eciency and eectiveness o a project or organisation. It is based on targets set and activitiesplanned during the planning phases o work. It helps to keep the work on track, and can let managementknow when things are going wrong. I done properly, it is an invaluable tool or good management, and itprovides a useul base or evaluation. It enables you to determine whether the resources you have availableare sucient and are being well used, whether the capacity you have is sucient and appropriate, and whetheryou are doing what you planned to do.

Monitoring can be summarized as an on-going process o collecting and analyzing data to measureperormance.

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4.3. What is Evaluation?Evaluation is the comparison o actual project impacts against the agreed strategic plans.It looks at what you set out to do, at what you have accomplished, and how you accomplished it. It can beormative (taking place during the lie o a project or organisation, with the intention o improving the strategyor way o unctioning o the project or organisation). It can also be summative (drawing learnings rom acompleted project or an organisation that is no longer unctioning).

Someone once described M & E as the dierence between a check-up and an autopsy! In summary it is thesystematic investigation o the worth or merit o a project or program.(Adapted from Performance Monitoring and Evaluation TIPS- Building a Results Framework,

published by the USAID Centre for Development information and Evaluation)

4.4. Results FrameworkA results ramework represents the development hypothesis, or cause and eect linkages that underlie thestrategy o an organization or achieving a particular strategic objective.

It consists of a strategic objective (The highest results that an organization can effect).

the set o results that are necessary to achieve that specic objective. Results in the framework are linked to each other in casual relationships. Performance targets are set for each indicator. For each result included in the frame work the time frame for its achievements, and

the individuals/groups/organizations responsible or its achievement are also noted. The results framework is typically represented in both narrative and graphical forms.

4.4.1 Purpose o the Results FrameworkThe primary purpose o the results ramework is to be useul as a management tool or an organization.In this role it:

Identies the results that must be monitored to indicate progress towards their achievement;

Serves as a strategic planning tool, providing the lynchpin of strategic plan; Acts as an extremely useful means for building consensus and ownership of a set of clearly identied results; Serves as an excellent communication tool because it succinctly captures the key element of the strategy for

achieving the strategic objective; and Provides a framework for measuring, analyzing and reporting on results, forming the foundation

or the monitoring, evaluation and reporting systems.

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An example o a results ramework

The ollowing is a very simple graphic representation o a results ramework:

Note that this type o graphical presentation is only one orm that may be used to portray results and that a narrative

is usually used to provide details. Another key point is that no result in the ramework is more important than any other.While they may express dierent levels o impact, all are essential to achieve the strategic objective.

Increasedemployment

Increased eciencyo markets

Improved physical

inrastructure

Improved inormation

systems

Improved technology

Increased Agriculturalproduction

Improved skills

Increased investment

Improved policyramework

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4.4.2 Key Elements o a Results Framework

4.4.2.1 Strategic Objective

1 Strategic ObjectiveA results ramework is built around a strategic objective. A strategic objective is the highest result thatan organization can eect and or which it is willing to be held accountable. The strategic objective orms

the standard by which the organization is willing to be judged in terms o its perormance.The time rame o a strategic objective or sustainable development programs will be longer than or short-termprograms operating under conditions o uncertainty.

The level o impact or ambitiousness o the strategic objective should be based on in-depth understandingo the economy, political situation, social and demographic actors, and potential actors outside the contextthat may aect achievement o the strategic objective, and knowledge o projected resources and commitment.There is an inherent tension between the desire to achieve a more ambitious impact and the need to be realisticabout the results o an organization and partner programs. The strategic objective should express the mostambitious impact that can be plausible or an organization and partner activities within the time rame setor its achievement. By ambitious, we mean change that is a meaningul or signicant as possible.

In many cases, impact becomes more meaningul the closer it comes to directly refecting changes in the liveso stakeholders, a concept that is sometimes reerred to as people level impact. People level impactessentially reers to changes in the quality o peoples live, such as increased income or employment,improved health or increased literacy.

The balancing actor is the need to keep the strategic objective within the reach o what the organizationcan be accountable or. The organization must be willing to be held responsible or achieving the strategicobjective, and to have its perormance judged based on whether or not the strategic objective is accomplished.The meaning o materially aect is that the organizations interventions must contribute to, be necessaryor, attainment o the strategic objective, although they alone may not be sucient to ensure its ulllment.(Partner contributions are also necessary to achieve some o the results and the strategic objective.)

The key idea is that the objective should not be ramed only on the basis o an identied constraint or need,but should refect assessment o what can be realistically achieved by the organization and its partners withinthe given time rame.

4.4.2.2 Results A results ramework includes the results that are necessary or achievement o the objective.

A result is what must occur in order to achieve a strategic objective. Each result has one or morecasual connection to other results and/or directly to the strategic objective. The set o results inthe ramework must include all o the results that are necessary to attain the strategic objective.Key causal connections can also cross the boundaries o a results ramework in cases wherea result contributes to more than one o the strategic objectives.

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4.4.2.3 Critical AssumptionsIt is in a general condition under which a development hypothesis will hold true or a condition that is outsidethe control o infuence o an organization and its partners and that is likely to aect the achievement o results.Some examples might be the absence o drought or a peaceul elections process. Results are more ocusedand discrete outcomes than critical assumptions and represent what can be aected by an organizationand its partners. Critical assumptions must be monitored.

4.4.2.4. IndicatorsThese are measures that are used to monitor progress towards a particular result or strategic objective.An indicator represents a particular characteristic or dimension o the result and changes in that indicatorover time show the extent to which the strategic objective or result is achieved.

Indicators must be dened or strategic objectives and or those results in the results rameworkthat are directly supported by an organisations activities.

Each indicator has a perormance baseline (basically the value o the indicator at the beginning o the planningor perormance period), and one or more perormance targets (The expected value o the indicatorat the specic time in the uture). Data on actual perormance that are collected over time are compared

to targets to assess progress.

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5. URP KEY TENETS

5.1 URP VisionThe national vision o URP is:

To attain socially cohesive and stable communities with viable institutions, sustainable economiesand universal access to social amenities, able to attract skilled and knowledgeable people, equipped

to contribute to their own and nations growth and development (President Thabo Mbekis State ofThe Nation Address 2001).

The vision adopted by the stakeholders o Khayelitsha and Mitchells Plain is the ollowing; With our skills we shallimprove our lives and the lives of generations to come.This vision statement is aligned to the ollowingdevelopmental priorities: Promoting local economic development to reduce poverty and unemployment. Providing a safe and secure environment by supporting crime prevention initiatives. Supporting education, training and skills development. Creating a quality urban environment where people can live with dignity and pride. Developing efcient, integrated and user-friendly transport systems.

Creation of jobs through labour intensive methods of work. Delivering well-managed safety nets (cohesive and sustainable communities).

5.2. ObjectiveThe overall objective o the URP is to enable systematic and sustained interventions to alleviate povertyand signicantly address under-development and socio-economic exclusion in Khayelitsha and Mitchells Plainnodal areas.

5.3 . URP Linkage to the City o Cape Towns Strategic ObjectivesThe Urban Renewal Programme strategic objectives are aligned with the Citys Corporate strategic objectives.

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COUNCILS STRATEGIC FOCUSAREAS

Shared Economic Growthand Development

URP STRATEGIC OBJECTIVES

Promoting Local EconomicDevelopment to reduce poverty and

unemployment

Creating job opportunitiesthrough the Extended Public Works

Programme (EPWP).

INDICATORS

% increase in area contributionto GDP growth

% increase in householdincome levels

number of jobs created % increase in investment in the area % decrease in the rate of

unemployment

% increase in employment levels% increase in skilled people% increase in capital projects

conorming to EPWP principles

Public Transport Systems

Saety and Security

Health, Social and Human CapitalDevelopment

Health, Social and Human

Capital Development

Sustainable Urban Inrastructureand services

Developing ecient, integratedand user riendly transport systems

Providing a sae and secureenvironment by ghting crime

Delivering well managed saety nets(social cohesion)

Supporting education, training

and skills development.

Creating a quality urbanenvironment where people

can live with dignity and pride

Km of roads built Public transport promotion Development of residentialareas next to publictransport opportunities

% decrease in crime levels % decrease in gangsterism

% decrease levels of ubstance abuse Increase in recreational opportunitiesor the youth

% increase access to grants % increase to indigence support % increase to services(water, electricity, sewage, telecoms,reuse removal)

% increase in number of people with

matric and post-matric qualications % increase in numbero people skilled Increase in number of trainingopportunities % increase in culture of learningand teaching

% Increase in place makinginterventions % Increase in development

or enhancing o Public Open Spaces

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5.4. INSTITUTIONAL FRAMEWORKURBAN RENEWAL INSTITUTIONAL FRAMEWORK STRUCTURE

National, Provincial & localpolitical champions

Multi stakeholderSteering Committee

Executive Mayor&

Mayoral Committee

URP Department

Housing directorate

Line Departments

Khayelitsha Project SteeringCommittee

Subcouncil/Implementation

Mitchells Plain Project SteeringCommittee/

Subcouncil/Committee

Mitchells PlainStakeholdes/Local Concillors

KhayelitshaStakeholdes/Local Concillors

Communities

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Partners/ Stakeholders

Local Government /City o Cape Town

Provincial Government

National Government

State Owned Enterprises

Private Sector

Political Champions

Communities

Roles and Responsibilities

Planning, implementation, integration,coordination and monitoring

Oversight, support and resources

Overall coordination, support, resources, oversight and monitoring

Resource support (Financial and Non-nancial)

Resource support (Financial and Non-nancial)

Political support and oversight

Needs/priorities identication, active participation and ownership

5.5 Below are key stakeholders o the URP

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6. URP IMPLEMENTATION FRAMEWORK

In order or the implementation o the URP to succeed and or the strategic thrust (objectives/outcome) to be achieved,the URP needs the ollowing elements to be in place, namely:-

I. Integrated service delivery

Integrating the delivery o services, inrastructure and other elements o the development in a coordinatedmanner across the spheres o government, the private sector and other organs o society.

II. Institutional arrangements and capacity

The responsibility or driving development lies in the ambit o local structures, institutional capacity,especially at local level, is o paramount importance. Building this capacity to ulll the responsibilityo local development is a key deliverable o the URP.

III. Long-range planning

The objectives o the URP can only be achieved within realistic timerames. Planning or the long termin the URP will ollow a rationale o sustained progress and the gradual spatial expansion o the programmerom the centre o the most poverty-striken areas outward.

IV. Championship

Championship by key stakeholders in both technical and political arenas operating at local, provincialand national levels, is o paramount importance is achieving the objective and outcomes o the URP.

V. Budget alignment

The URP does not have a budget o its own. It is a programmatic mechanism put in place to achieve synergyacross existing budgets. The most important aspects o the URP in this regard is alignment o local, provincialand national budgets with the IDP priorities. The URP is reliant on existing intergovernmental scal allocationprocesses. The goal is demand-driven delivery where budgets are aligned to match the priorities set outin the IDPs, ater ull participation by all three spheres o government and beneciary communities.

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7. URP DEPARTMENTS STRATEGIC ROLES

7.1 Facilitation o development initiatives Strategic planning to direct and inform project prioritization, budgeting and implementation,

e.g. URP business plan, SDF, etc Development of detailed nodal plans Project packaging for implementation

7.2 Coordination and integration o development initiatives Convening of quarterly URP multi-stakeholders forum meetings Convening and management of integrated nodal steering committees Communication of project progress/initiatives Alignment of projects and programmes with IDP, Provincial Growth Development Strategy and National

Government strategies and priorities

7.3. Inter-sphere, inter-sectoral project planning, budgeting and implementation Aligning, integrating, coordinating the strategies, priorities and budgets of the three spheres of government

in achieving the objective i the URP.

7.4. Resource mobilization (nancial and non-nancial) Leveraging of public and private funds (including donor funding) to address urban development and service

delivery challenges. Rendering of professional /technical support /advice to line departments in relation to project implementation Rendering of nancial support to line departments in fast tracking the implementation of URP projects

and programmes. Unblocking of blockages in relation to project implementation

7.5. Monitoring and evaluation o URP programmes Convening of Multi Stakeholders forums report back meetings

Bi-Annual National Cabinet Lekgotla URP progress reports and reporting to Council Administration and PoliticalStructures

Convening of integrated nodal steering committee meetings to track progress and projects and programmeimplementation.

Conducting of socio-economic impact assessments and documenting of case studies

7.6. Communication Quarterly stakeholders engagement including beneciary communities report back sessions Bi-annual newsletters informing stakeholders on the progress of the URP achievements. Regular engagements with Sub-Council chairpersons, councillors, managers, etc on URP implementation

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8. URP ANCHOR PROJECTS

8.1. The implementation o the URP is inormed and guided by the ollowingcoordinates (inormants), namely:

URP Business Plan URP Spatial Development Framework Environmental Management Framework

URP Investment Atlas8.2 The URP ocus on the implementation o anchor projects or the ollowing reasons: Anchor projects are the focus of URP Investment Projects that have multiplier effect Projects that enable private sector investment Benet a signicant number of people Break new ground and are based on triple bottom line (social, economic & environmental) approach

9. KHAYELITSHA ANCHOR PROJECT

9.1. Khayelitsha CBD Development

The project is establish a mix-use, viable and vibrant central business district or the residents o Khayelitshain which the local community participate and is empowered to take up opportunities.

9.2 Rail ExtensionThe South Arican Railway Commuter Corporation in partnership with the City o Cape Town is responsibleor the project and is extending the present Khayelitsha rail line by 4.2km, constructing two train stations,three pedestrian bridges, our road over rail bridges and two public transport interchanges.

9.3 Health

This initiative is aimed at improving the health conditions o the people o Khayelitsha, by ensuring adequateaccess to the health services and reducing the escalation o inection o HIV / AIDS pandemic in Khayelitsha.

9.4 Housing / LandThe housing anchor project is aimed at accelerating housing developments in Khayelitsha by acilitating rapidland release or integrated human settlements, promoting housing densities and upgrading existing inormalsettlements.

9.5 Swartklip Sport ComplexThe project provides a major sports complex in a well-located area that is accessible rom both Mitchells Plainand Khayelitsha and which provides opportunities or integration through sport and leisure activities.

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10. MITCHELLS PLAIN

10.1 Mitchells Plain CBD and Transport InterchangesThis is developing and regenerating the Mitchells Plain CBD and Transport Interchange through publicinvestment rom all three spheres o government, and it is creating an enabling environment or sustainableprivate sector development.

10.2 Remodeling o Lentegeur and Mandalay Transport InterchangesLentegeur and Mandalay Stations are being remodeled to create universal accessibility or the disable sectoro society and develop attractive station orecourts to ensure that economic development is acilitated andsustained.

10.3 Youth and Family Development Centre and Taelsig Public Space UpgradeThe objective o this project is provided dignied public spaces associated with the housing projectsand the Youth and Family Development Centre. It includes hard and sot landscaping, improved lighting,improved public transport acilities, multi-purpose centre and opportunities or inormal trading.

10.4 Housing

The housing anchor project is aimed at accelerating housing development in Mitchells Plain by acilitatingrapid land release or integrated human settlements promoting housing densities and upgrading existinginormal settlements.

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11. NEW URP ANCHOR PROJECTS

11.1. KHAYELITSHA

Kuyasa Coastal ResortThis initiative is a mixed use development anchored by the coastal resort development. An amounto R103 million has been secured rom the Neighbourhood Development Partnership Grant

11.2. Kuyasa Public Transport Interchange Development and other nodesThe project is a mixed-use development anchored by Public Transport Interchange. An amount o R310 millionhas been secured rom NDPG or the project as well as or other similar projects in the node.

11.3. Site C Area DevelopmentThis project encompasses the mixed use development o Site C area. Potential unds exist rom the NDPGand URP Equitable Share or the implementation o this project.

11.4. Khayelitsha District HospitalThe Khayelitsha District Hospital is currently under-construction to complement the health service in Khayelitsha.

The proposed ratio per ward is a maximum o eight patients. The project budget allocation is approximatelyR500 million.The construction work has commenced in March 2009. The target completion time or the hospitalis January 2012.

The Khayelitsha District Hospital will provide 230 to 300 beds and a wide range o clinical servicessuch as the ollowing:

24 hour Casualty and Emergency Service Wards of 230 beds Regional Emergency Medical Services (Ambulance Station)

4 Modern Operating Theatres 14 Consulting/ Counselling Rooms in Out Patients Department. 10 Bed Treatment Area in Out Patients Department Mortuary Laboratory(NHLS) for testing in Hospital Maternity Load

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12. MITCHELLS PLAIN:

12.1. Kapteinsklip Station Precinct DevelopmentThis is a mixed use development anchored by the coastal resort development. Potential unds existrom the NDPG and URP Equitable Share Grant to kick start the implementation o the project.

12.2. Watergate Housing Development

This is a private housing development that targets both the gap housing market as well as the nationalhousing subsidy beneciaries. The project is aimed at building approximately 2500 houses and has an estimatedbudget o about R 800 million.

12.3. LentegeurLentegeur and Mandalay Stations are being remodeled to create universal accessibility or the disable sectoro society and develop attractive station orecourts to ensure that economic development is acilitatedand sustained.

12.4. Mitchells Plain District HospitalA new Mitchells Plain District Hospital will provide an initial 230 to 300 beds and a wide range o services.

The plans are currently being reviewed and the expected cost will be approximately R394 million.Construction will start in January 2010.

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13. MONITORING AND EVALUATION FRAMEWORK:

13.1. Steps in Developing your M & E System in Line with ones Job Description

1. Strategic objectives o URP.One needs to rst understand the strategic objectives o the URP Unit and how his/her job descriptioncontributes to the achievement o those strategic objectives..

A strategic objective is the highest result that an organization can aect and or which it iswilling to be held accountable. The strategic objective orms the standard by whichthe organization is willing to be judged in terms o its perormance

2. Results The next step involves understanding the results that are necessary or achievement o the objectives

o the programme.

A result is what must occur in order to achieve a strategic objective.

3. IndicatorsEach person needs to have a clear understanding o the indicators that have been determined or each strategicobjective as this will assist him/her in monitoring and reporting on how his/her key perormance indicatorsare contributing to the achievement o those objective.

These are measures that are used to monitor progress towards a particular result or strategicobjective. An indicator represents a particular characteristic or dimension o the resultand changes in that indicator over time show the extent to which the strategic objectiveor result is achieved.

4. Key Perormance Indicators

The next step is or each person to determine his own Key Perormance Indicators (KPIs) that are in line withhis/her job description and also be able to understand how his her job description ts, in the overall objectives

o the URP.

KPIs are quantiable measurements, agreed to beorehand, that refect the critical successactors o an organization. They will dier depending on the organization. Whatever KPIsare selected, they must refect the organizations goals, they must be key to its success,and they must be quantiable

5. Means o Verication (MoV)

The means o verication tell us where we should obtain the data necessary to prove the objectives denedby the indicator have been achieved. Most o the inormation would be available rom progress reports,survey reports and monitoring and evaluation reports.

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13.2. Project Planning Matrix (PPM)For each project or anchor project a project planning matrix (PPM) should be developed and it should entailthe ollowing elements:

Overall GaolThe overall goal tells us the higher level objective(s) to which the project is expected to contribute to.To attain socially cohesive and stable communities with viable institutions, sustainable economies

and universal access to social amenities, able to attract skilled and knowledgeable people, equippedto contribute to their own and nations growth and development (President Thabo Mbekis State o The NationAddress 2001) in the case o URP.

Project PurposeIt describes the intended impact or the anticipated benets as a precisely stated uture condition the projectis expected to achieve and only contributes to the overall goal.

Results/OutputThe results/outputs are expressed as objectives which the project management must achieve and sustain.

ActivitiesActivities are expressed as actions. For each output, the necessary activities that needed to be carried outshould be developed and put in the PPM.

Important assumptionsThe project management must continuously monitor and infuence, as ar as possible, any external actorswhich may adversely aect the attainment o the stated objectives. External actors which could aectthe success o the project should be describes.

Objectively Veriable indicatorsThe Objectively Veriable Indicators show the important characteristics o the objectives and the perormance

standard expected to be reached in terms o quantity, quality, time rame and location.

Means of VericationThe means o verication tell us where we should obtain the data necessary to prove that the objective denedby the indicators has been reached.

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ProjectManager

ProjectName

FuturePlanned

Milestones

ProjectBudget

PreviouslyPlanned

Milestones

AchievedMilestones

ProjectDescription

FuturePlanned

Milestones

13.3. URP DASH-BOARD AND MONITORING FRAMEWORK

I. URBAN RENEWAL PROGRAMME (URP) DASH-BOARD TEMPLATE

URP ocials, on monthly basis account on the progress o their projects. Also, they indicate their planned activities orthe orthcoming month as well as the challenges that they experience in execution o their duties. The template thereoreunctions both as a project monitoring tool and as a mechanism to source support rom the director and peers. Below is

the URP dashboard template:

2. URP STRATEGIC PROJECT MONITORING FRAMEWORK

In addition to the above-mentioned, URP department is expected to account to the Housing directorate and to URP Multi-stakeholders Forum on quarterly basis on the progress o their projects. This is done by the URP department through theirStrategic Project Monitoring Framework. The URP Strategic Project Monitoring Framework seeks to monitor the progresso URP projects and also to provide an opportunity or peers to assist in dealing with some stubborn project impediments.Below is the URP Strategic Monitoring Framework:

KeyPerormance

Indicator

1. % Completiono the upgradingo ThembukhweziInormal Trading Area

2. Number o URPMulti-stakeholdersForum Meetingsconvened

Baseline

New

0

Quarter 2Target

30%

2

Quarter 1Target

10%

1

Quarter 3Target

60%

3

Quarter 4Target

100%

4

CommentsCorrectiveMeasures

andWay-orward

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It should be noted that the ramework presented below serves as a guideline or each sta member or developinghis/her own ramework aligned to his/her own job description and deliverables.

MOV

Activities

INDICATORS

KPIs

OBJECTIVEFIGHTING CRIME

EFFECTIVELEY

DECREASE VIOLENT CRIMESIN KHAYELITSHA BY 5%

AT END OF 2011

Empowerment oCommunity Forums

(CPF)

Create Eective partnershipsbetween SAPS and CPF

Improve police responseto crime

4 awareness workshopson reporting crime, dealingwith crime in the community

Bimonthly meetings SAPSand CPF crime stats

and crime related issues

Conduct 6 trainingworkshops or CPF

on saety and visible

policing by the endo 2010

Report on proceedingso each o 6 workshops,and attendance register

Report of each meetingheld with updated

crime statsAgenda and attendance

register

Location of where awarenessworkshop were held withdate and target audience

Report on each campaign

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GLOSSARY OF TERMS

Anecdotal inormation

Baseline data:

Bottom line:

Eciency:

Eectiveness

Impact:

Indicators:

Means o VericationMoV

Opportunity costs:

Outputs:

Progress data:

Qualitative:

Anecdotal inormation is inormation that comes in theorm o stories people remember that are relevant tothe indicators you are interested in. They do not havescientic validity, but they can provide useul qualitativeinormation.

Baseline inormation comes rom a study done beore an intervention.It provides you with data (inormation) about the situation beorean intervention. This inormation is very important when you get to monitoringand evaluation as it enables you to assess what dierence the interventionhas made.

In business, bottom line reers to the bottom line o yourprot and loss report it tells you whether or not youare making a prot. This is how business assessessuccess. In development work, the bottom line is Arewe making a dierence to the problem or not?

Eciency tells you that the input into the work is appropriate in terms o theoutput. This could be input in terms o money, time, sta, equipment and so on.

It is a measure o the extent to which a development programme or projectachieves the specic objectives it set.

Impact tells you whether or not what you did made a dierence to the problemsituation you were trying to address. In other words, was your strategy useul?

Indicators are a measurable or tangible sign that something has been done. So,or example, an increase in the number o students passing is an indicator o animproved culture o learning and teaching. The means o verication (proo) is theocially published list o passes.

MoV tells us where we will get the evidence that the objectives have been met.It also tells us where we can nd the data necessary to veriy the indicators.

Opportunity costs are the opportunities you give up when you decide to do onething rather than another. For example, I you spend your money upgradingteachers, you give up the opportunity o using the money to buy more text books.

You have to decide which is the better use o the money.

Outputs here usually include a drat written report, a verbal presentation, a nalwritten report in hard copy and electronic orm (speciying programmecompatibility). They can also include interim reports, interview schedules that mustbe signed o by the client and so on.

This is data (inormation) that you get during the monitoring o the progress othe project.

Qualitative data or information deals with how people feel about something,

opinions, experiences, rather than with numbers (quantitative data).

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Rigorous:

Secondary data:

Primary data:

SMART Objectives:

Structured interviews:unstructured interviews:questionssemi-structured

SWOT Analysis:

Terms o Reerence:

Variables:

Disciplined, thorough and done with honesty and integrity.

Secondary data is inormation that already exists, collected by other people,organisations. I it comes rom your own organisation it is primary data.

It is inormation collected by you rom other project stakeholders, the generalpopulation, your own observation and so on.

Developing project/program objectives that are simple. measurable; achievable;realistic and have set timerames on when they should be achieved.

ollow a xed set o questions,do not have any pre-prepared questionsCombine structured and unstructured, with the interviewer asking some setquestions but adding others in order to ollow a line o inquiry that comes up.

Analysis o Strengths, Weaknesses, Opportunities and Threats.

Terms o Reerence orm the basis on which you ask or proposals and againstwhich you assess what you are getting. They should include: some backgroundto the project and/or organisation, what the purpose o the evaluation is(why you want it done), the key evaluation questions you want answered, thespecic aspects you want included (although this should be open tonegotiation), the kinds o methodologies you have in mind (again,open to negotiation),the outputs you expect, the time rame or both submission o proposals and ordoing the evaluation.

A variable is a changing element o the situation which may or may not aect

eciency, eectiveness and/or impact, and which you want to be able to link toother variables in your indicators. Income level o parents in a school is avariable, so is location in terms o rural or urban areas.

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Together, Building A Stronger Nation

This logo was developed to create an identity or URP one whichwould encompass the URP and objectives and be easilyrecognised by the general public as well as stakeholders

The ollowing intrinsic values o the logo will ull the above:

Flower Like Shape:This represents regeneration and growth

Human Form:This is symbolic o many people o diverse cultures

and backgrounds working together

Colours:The colours used are representative o the South Arican Flag,

which in tern signies a diverse nation

Table Montain:This shape is instantly recognisable as Table Mountain

and is unique to Cape Town

The Sun rising:

The depiction o the sun rising in the logo alludesto strength, hope and optimism

monitoring and evaluation framework 2011

Documents