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A review of projects in the region has shown that effective monitoring and evaluation (M&E) systems and the higher level management information system (MIS) have rarely been put into place. Monitoring activities have been viewed with suspicion by project authorities, especially where results go directly to government ministries. The M&E component suffered frequently from lack of proper design, and there were times when the development of the system was so delayed that it became much less effective.
Failures in monitoring also occurred because surveys were delayed or postponed, staff and other resources were inadequate, or insufficient priority was accorded to the activity.
In Botswana, Malawi and Mozambique (076 BT, 120 MW, SRS 008 MZ), M&E was the responsibility of the Ministries of Agriculture, but this was satisfactory only in the case of Botswana. Design failures, especially in terms of failing to include appropriate indicators to measure project effects and impacts, or failing to undertake baseline and socio-economic surveys early in the project life, affected 055 LE, 199 LE, 070 MW, 158 MW and 121 SZ. Without these early surveys, or with inadequate ones, it became impossible to evaluate the projects properly. Such deficiencies affected all projects in the region to some extent. However, in a number of instances, useful reports were produced which assisted in the project management. Examples are the Credit Default Study, the Farm Household Baseline Survey and the Household Food Security Survey, in Malawi (070 MW and 158 MW).
Insufficient
priority has been given to the design and method of implementation of
the M&E component. This has resulted in inadequate management control
and difficulties in assessing the results of the impacts of the projects.
- Project management must recognize the need for and use of progress indicators, so that such assessments can be tailored at the design stage to meet regular management needs, as well as be available to measure the progress of the project in achieving its objectives.
- The M&E unit needs to be linked directly to project management and operate with very clear guidelines, so that there is transparency in the reasons for data collection, seen as useful in the efficient management of the project. At the same time, a degree of independence is necessary to ensure that indicators can be reported accurately.
- The collection of M&E data and staffing of the unit needs to be adequately funded from project resources.
- The M&E requirements should be a loan covenant and should be specifically covered in the start-up workshop, so that they are firmly built into the functioning of the project.
Select any of the following related project profiles for background information: 076 BT, 055 LE, 070 MW, 120 MW, 158 MW, SRS 08-MZ, 121 SZ, 104 ZA.
