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The objective of the survey was to establish baseline information on the monitoring and evaluation (M&E) culture that exists within the public sector by identifying the current conditions against which future changes in the country’s National Integrated Monitoring and Evaluation System and culture could be tracked to increase the adaptation of monitoring and evaluation and performance management as part of public sector reform. The working hypothesis of the survey was that an M&E culture that looks positively at change, adaptation and learning leads to improved and operational performance systems. To test this hypothesis, the survey sought to answer four questions, namely: Is there an endogenous demand for M&E in the public sector? Is there an adequate supply of M&E evidence to meet demand? What are the barriers to the use and supply of M&E evidence in the public sector? What is the dominant performance M&E culture in the Kenyan Public Sector?

This brief argues that reforms implemented in these countries have not yielded optimal results because they have not been contextualised to fit local country settings. Using the PDIA model, the study analysed the adaptation process of a specific institutional reform intervention in South Africa and Uganda – MPAT – to further explore the conditions of adaptation and test this proposition.

To encourage learning across the continent, Twende Mbele organized a one-day lessons-learned event. This event took place in parallel with the Ghanaian “Results Fair”, organized by the Ministry of Monitoring and Evaluation, in Accra. This report highlights the lessons learned from this event.