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Since the publication of the Government-Wide Monitoring and Evaluation Policy Framework (GWM&EPF) by the Presidency in South Africa (SA), several policy documents giving direction, clarifying context, purpose, vision, and strategies of M&E were developed. In many instances broad guidelines stipulate how M&E should be implemented at the institutional level, and linked with managerial systems such as planning, budgeting, project management and reporting. This research was undertaken to examine how the 'institutionalisation' of M&E supports meaningful project implementation within the public sector in South Africa (SA), with specific reference to the Department of Rural Development and Land Reform (DRD&LR). This paper provides a theoretical and analytical framework on how M&E should be "institutionalised", by emphasising that the IM&E is essential in the public sector, to both improve service delivery and ensure good governance. It is also argued that the M&E has the potential to support meaningful implementation, promote organisational development, enhance organisational learning and support service delivery.

Since the publication of the Government-Wide Monitoring and Evaluation Policy Framework (GWM&EPF) by the Presidency in South Africa (SA), several policy documents giving direction, clarifying context, purpose, vision, and strategies of M&E were developed. In many instances broad guidelines stipulate how M&E should be implemented at the institutional level, and linked with managerial systems such as planning, budgeting, project management and reporting. This research was undertaken to examine how the 'institutionalisation' of M&E supports meaningful project implementation within the public sector in South Africa (SA), with specific reference to the Department of Rural Development and Land Reform (DRD&LR). This paper provides a theoretical and analytical framework on how M&E should be "institutionalised", by emphasising that the IM&E is essential in the public sector, to both improve service delivery and ensure good governance. It is also argued that the M&E has the potential to support meaningful implementation, promote organisational development, enhance organisational learning and support service delivery.