| dc.description.abstract | The internal and external changes that public sector organizations have faced have
challenged the traditional management approach: the foundations of the conventional
wisdom of public management are shattering. Leaders are realizing that the survival of
their institutions often depends on understanding change drivers operating in their
internal and external contexts, and adopting new methods to ensure that the projects they
are implementing succeed. However, to be able to achieve this, the service delivery
process need to be carefully defined, negotiated, and agreed upon considering involved
parties' needs, wants and preferences. The objective of the study was to determine the
effectiveness of strategy monitoring and evaluation at the Ministry of Immigration. The
research design adopted was a case study. The study used primary data which was
collected using an interview guide. Content analysis was used to analyze data. The
finding of the study was that the findings of the study were that strategy monitoring and
evaluation is done quarterly. Monitoring and evaluation has helped the ministry to track
down performance against objectives/ targets which ensure accountability by establishing
clear bench mark by which to measure performance while also allowing for early signals
to detect when performance deviates. The ministry uses management by objectives for its
strategy monitoring and evaluation. This was realized through development of the
departments, business plans that are aligned to the overall strategic objectives of the
ministry. The resources necessary to support effective monitoring and evaluation was not
sufficient in terms of financial and technical resources to undertake comprehensive
monitoring and evaluation across the organization. The ministry did not have the tools to
use in the past monitoring and evaluation exercise, however monitoring and evaluation
has helped in the coordination effort and improved service delivery through use of
technology, enhancing capacity building of officers, service charters posted at strategic
positions, but some staff can just resist adhering to charters. It is therefore recommended
that the management of the ministry takes a leading role in the formulation and
implementation of strategic objectives and short term goals being pegged on expected
time frame as a way of ensuring they are met. | en |
