Explain why it is important to use a systems lens for understanding monitoring practice in terms of performance, budgeting and accountability. Draw on the prescribed readings from the first three units in your response.

This assignment is designed to make sure that you understand the basic principles of monitoring practice, and why we monitor. In completing this task, make sure that you reference the readings provided in the course materials.

You may add additional materials, but it is essential that you show that you have read and internalised the prescribed readings in the module.

Your assignment should develop an argument FOR the importance of a systems lens when approaching a monitoring system.

Course MATERIAL

Unit 1 readings.

Chapter 1 Monitoring systems in a context of complexity and uncertainty.pdfDownload Chapter 1 Monitoring systems in a context of complexity and uncertainty.pdf

Van Doorfen, W., Bouckaert, G. & Halligan, J. (2010). Performance Management in the Public Sector (2nd Ed)Download Van Doorfen, W., Bouckaert, G. & Halligan, J. (2010). Performance Management in the Public Sector (2nd Ed)

Mayne, J. & Zapico Goni, E. (2017). monitoring performance in the public sector.pdfDownload Mayne, J. & Zapico Goni, E. (2017). monitoring performance in the public sector.pdf

Zapico-Goni, E. (2017). Matching public management accountability and evaluation in uncertain contexts.pdf

Unit 2

Chapter 3 - Problematising the coupline of monitoring to performance management in the public sector.pdfDownload Chapter 3 - Problematising the coupline of monitoring to performance management in the public sector.pdf

Blum, Jurgen; Manning, Nick; Srivastava, Vivek. 2012.Public Sector Management Reform: Toward a Problem-Solving Approach.Economic premise; no. 100.World Bank, Washington, DC.Download Blum, Jurgen; Manning, Nick; Srivastava, Vivek.

2012.Public Sector Management Reform: Toward a Problem-Solving Approach.Economic premise; no. 100.World Bank, Washington, DC.

Fatile, J. O. (2014). Performance management systems productivity in the public sector: Wither African public administration. Africa'sPublic Service Delivery & Performance Review, 2(3), 77-105.Download Fatile, J. O. (2014).

Performance management systems productivity in the public sector: Wither African public administration. Africa's Public Service Delivery & Performance Review, 2(3), 77-105.

Weick, K. E. (1976). Educational organizations as loosely coupled systems.Administrative Science Quarterly, 1-19.Download Weick, K. E. (1976). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 1-19.

Orton, J. D., & Weick, K. E. (1990). Loosely coupled systems: A reconceptualization.Academy of Management Review, 15(2), 203-223.

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Unit 3 readings for citation

Shah, Anwar and Chunli Shen (2007) "A Primer on Performance Budgeting".pdfDownload Shah, Anwar and Chunli Shen (2007) "A Primer on Performance Budgeting".pdf

Robinson, Marc and Duncan Last (2009) A Basic Model of Performance Budgeting.pdfDownload Robinson, Marc and Duncan Last (2009) A Basic Model of Performance Budgeting.pdf

OECD (2019) OECD Good Practices for Performance Budgeting, OECD Publishing, Paris.pdfDownload OECD (2019) OECD Good Practices for Performance Budgeting, OECD Publishing, Paris.pdf

Govender, Nirmala and Purshottam S Reddy (2019) Performance Budgeting in Local Government - a case study of eThekwini Municipality in South Africa.pdf

Download Govender, Nirmala and Purshottam S Reddy (2019) Performance Budgeting in Local Government - a case study of eThekwini Municipality in South Africa.pdf

National Evaluation Plan 2020-25.pdf Download National Evaluation Plan 2020-25.pdf

The programme-based budgeTing reform in mauriTiusDownload The programme-based budgeTing reform in mauriTius report_2013_cabri_capable_finance_ministries_budget_practices_and_reforms_english_cabri_status_report_english.pdf