How can monitoring and evaluation as a governance tool enhance accountability in SETAs? Dr Pheaga Jacob Moasa‘s study explored monitoring and evaluation (M&E) as a vital governance mechanism for enhancing accountability within South Africa’s Sector Education and Training Authorities (SETAs). SETAs are tasked with advancing skills development and contributing to national socioeconomic goals.
However, several have struggled with corruption, weak governance, and ineffective implementation of training initiatives. The research aimed to develop a framework that integrates M&E into governance structures to ensure transparency, accountability, and effective service delivery.
Background and Rationale
Despite significant public investment in skills development, SETAs have been marred by mismanagement, maladministration, and poor oversight. Billions in training levies are disbursed annually, yet the return on investment in terms of skills outcomes remains limited. The researcher identified the lack of structured and credible M&E systems as a key factor undermining accountability. Consequently, this study sought to determine how M&E can function as a governance tool to improve decision-making and reduce corruption within SETAs such as the BankSETA, INSETA, and W&RSETA.
Theoretical Framework
- The study is grounded in governance theory and the Theory of Change, linking effective oversight to outcomes and impact. Key concepts discussed include:
- Return on Investment (ROI) and Social Return on Investment (SROI) – assessing the value derived from training interventions.
- Value for Money (VfM) – balancing economy, efficiency, and effectiveness.
- Results-Based Management (RBM) – ensuring activities produce measurable outcomes aligned with strategic goals.
Methodology
A qualitative research approach was adopted. Data were collected through document analysis and semi-structured interviews with executives and staff members from three SETAs. The sample of 14 participants provided rich, in-depth insights into the institutionalisation of M&E practices.
Key Findings
1. Weak M&E Implementation
M&E practices across the SETAs were fragmented and underdeveloped. Only W&RSETA had a dedicated M&E division, while others embedded M&E within project management structures. There was limited automation and data reliability, constraining meaningful reporting.
2. Link Between M&E and Governance
The study confirmed a strong relationship between effective M&E and good governance. Where M&E systems were active, they improved oversight, accountability, and financial management. M&E also helped detect corruption risks and ensure proper use of discretionary grants and learner stipends.
3. Governance Challenges
Common governance weaknesses included:
- Inadequate consequence management
- Poor communication and policy enforcement
- Lack of compliance culture
- Weak risk management and record-keeping
- Minimal collaboration between governance structures
These issues hindered accountability and reduced SETAs’ capacity to deliver skills effectively.
4. Willingness but Low Capacity
While SETA leadership showed a willingness to adopt results-based systems, technical and human resource limitations delayed implementation. The absence of automated tools and trained personnel further constrained progress.
Proposed M&E Governance Framework
Moasa introduced a Tailored Integrated Performance and Skills (TIPS) Framework, designed to align M&E with strategic, operational, and accountability processes in SETAs. The framework emphasises:
- Continuous monitoring through all project stages
- Integration of M&E with risk management and auditing functions
- Building M&E capacity and institutional culture
- Using M&E findings to inform strategic planning and policy refinement
Conclusions: Monitoring And Evaluation
The research concludes that M&E is indispensable for credible governance in SETAs. When applied systematically, it enhances transparency, reduces corruption risks, and ensures that public funds for skills development yield tangible socioeconomic outcomes. The study recommends:
- Strengthening institutional M&E capacity
- Automating monitoring tools for accuracy and consistency
- Embedding M&E within governance and accountability frameworks
- Regular auditing of performance data to uphold reliability
Contribution
The study contributed a practical governance-oriented M&E framework tailored for South Africa’s skills development sector. It provided actionable insights for policymakers, SETA boards, and management to embed accountability and performance measurement within the skills ecosystem, thereby advancing the broader goals of the National Development Plan (NDP) and National Skills Development Plan (NSDP).
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