adminRudo Grace Gwata-Charamba
Correspondent
The quality of development projects primarily relates to their relevance, feasibility, effectiveness while their success is also heavily dependent on how they are managed.
Use of the results based management (RBM) approach has proved to be effective in enhancing such quality during both the planning and implementation phases.
In this context, projects focus on achieving results, a term that refers to the change in the lives of the target population or their conditions that the implementation of the project aims, singly, to cause or contribute to.
The approach underscores meaningful maximum stakeholder participation with end-user centrality in all the project processes largely promotes; awareness of both the concept of devolution and the projects; a strong sense of ownership for the associated processes plus commitment to the project, which in turn boosts sustainability of associated benefits.
Explicitly, measurable changes are clearly defined, during planning, with groups of stakeholders clearly identified together with their respective roles and responsibilities.
A monitoring and reporting system (to support performance management), with measurable indicators clearly is identified and a framework put in place. This value(s) of such indicators, at the start of the project, is determined to facilitate comparison during implementation as the indicator is expected to progress towards the targeted value. The appropriate levels of financial, economic and risk analyses are also conducted.
Additionally, clear details of coordination, management and financing arrangements are clearly spelt out and communicated to the relevant stakeholders, all in efforts to facilitate sound implementation of the related projects.
The project performance is measured in line with the provisions of the monitoring framework. This entails continuous assessment and reporting on the progress towards achieving the target changes (or results), accomplished with the help of indicators, identified in the planning phase. Information from such performance measurement is used for purposes of learning. That is, utilising information from both success and failure to guide decision-making relating to adjustment or planning of the of the current and future project processes respectively, towards improvement.
Learning is thus a perennial process as stakeholders aim for continuous improvement. Sadly, in most cases, performance assessment merely involves the ticking of boxes as an indication that planned activities have been undertaken.
Moreover, many implementers regard it as a formality to fulfil administrative requirements rather than a power tool for growth and improvement.
Hence severely minimising the utility of the performance measurement and reporting function to the detriment of the whole implementation process.
The capacity to manage projects is almost always lacking, posing the risk of poor project performance in many developing countries. The shortcoming, mostly attributed to the scarcity of resources as well as low levels of education and skills is even more pronounced at local authority levels in the context of devolution. Consequently, the need to continuously make concerted efforts towards developing strong project management skill sets, including leadership, cannot be overemphasized. In Zimbabwe, there are reports of unsatisfactory performance, by several local authorities in the implementation of devolution projects since the initial disbursements of devolution funds in 2019.
The main shortcoming cited was the gross under-utilisation or, in some cases, complete non-utilisation of disbursed devolution funds for excessive periods of time despite communication at the time of disbursements, that the associated procurement processes were in progress or at least ready to start.
Emphasis on the use of evaluative evidence to inform all decisions, in the context of RBM, can help to address such and ensure the credulity of data on supporting documentation.
Earlier this week, this paper published a disappointing report on a tour of Nkayi Rural District council in Matebeleland North, by the Local Government and Public Works Deputy Minister, Marian Chombo to monitor the implementation of the same. The report revealed that Government was unhappy with the performance of many local authorities in terms of progress in the implementation of devolution projects, most of which were far behind schedule. Consequently, the bulk of the disbursed funds lay idle in bank accounts and losing value while the nation continued to lose out on the much needed development.
The case of Nkayi was exacerbated by the fact that part of the funds was expended on a project other than one for disbursement was authorised and effected.
That is the performance was out of sync both in terms of the agreed target project plus the timing of implementation.
Explicitly, the absence of progress towards bringing about the expected changes in people’s lives suggested inadequate project performance while the diversion of funds to a project other than authorised points to an element of financial indiscipline.
According to the same report, the Government disclosed details of remedial action namely the withholding of further disbursements from local authorities who were behind in their implementation schedules as well as plans to religiously follow-up on councils to ensure timely implementation.
However, from the issues reported, there may be need for more action such as efforts to fully explore, in a participatory manner, the causes of the identified cases of under-performance to facilitate learning, course correction as well as promote improvement in future performance.
Data from such exploration can help to provide insight into matters that need attention, for instance, capacity for devolution and/ implementing projects, issues relating to organisational politics and culture.
Besides, it can facilitate in-depth learning and improvement for the project stakeholders and possibly both national and international project practitioners as the data and ensuing information contribute to the related body of knowledge. It was also intimated that one monitoring strategy was by way of the responsibility, to monitor council activities and report back to Government, that is assigned to officials who attend council meetings.
Thus monitoring strategy may need to be segmented by more elaborate, structured and participatory processes to enhance the quality of data obtained. As discussed earlier in this article, maximum stakeholder participation, notably those whose lives the implementation of the project is meant to directly impact (or target beneficiaries), is of prime importance and can effectively support such data enrichment.
Read full article on www.herald.co.zw
The addition of more monitoring strategies, including soliciting for stories of changes as exemplified in the above-mentioned report on the Sakubva project, group discussions or interviewing beneficiaries may also prove worthwhile.
In contrast, an edition of this paper the later in the week, reported on the exemplary performance, with work on schedule, of the Sakubva Urban Renewal project in Mutare. The report also highlights changes in the conditions of the community (results) in terms of enhanced confidence in the prospects of relocating to live in modern housing plus conducting business in upgrade premises.
The behavior of the community is already providing credible evidence of change.
For example, the report says Gogo Shumba from Matida Flats, intimated that many residents had lost hope of ever living in decent homes ‘luxuries’ such as running water and electricity.
She said, “I started staying here in 1982 I have a heap of papers renewing my application with City council to find a house but I have had no luck. It is time for us to move to a better place.”
Reports regarding changes in belief or attitude, and from the perspective of the target population often regarded as very minor, when in fact, they serve as the best form of data on project performance.
Another plus for the implementation of the project is the expectation that it will lead to the gainful employment of about 25 000 people.
There were signs of such possibility, an indication that was also supported by members of the target community.
The earnest adoption and use of the RBM approach has key principles that include focus on a clearly defined target result, maximum stakeholder participation with end-user centrality, risk analysis, continuous monitoring, reporting and learning, which can go a long way in improving the implementation of devolution projects.
Both cases cited above provide great opportunities for learning unlike traditional approaches where only best practices and successes are considered, leaving out lessons learned, which often prove to be invaluable.
Dr Rudo Grace Gwata-Charamba is an author, development project/ programme management consultant and researcher with a special interest in Results Based Management (RBM), governance and leadership. She can be contacted via email: [email protected] <mailto:[email protected]>
Online Reporter