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more importantly, using the M&E findings to write reports that can be used to take corrective
actions and fine tune funding strategies. This is an area where more emphasis is likely to yield
appreciable dividends in the future.
On the basis of the above conclusions it is recommended that there is need for the following:
Providing training to help M&E staff at OSSAP-MDGs and national and state
consultancy firms and CSOs build and strengthen their skills for documenting results
chains for future DRG projects and learning to use these chains as the basis for
providing the needed results-based M&E evidence.
Making it mandatory that at least one MDG indicator is included in the relevant results
chain of each project.
Ensuring that a plan for collecting the required baseline information on key indicators
is presented or, if appropriate, the process and procedures for constructing the
needed baseline information retroactively, is clearly outlined.
Making it mandatory for a credible accounting system for tracking project costs and
for producing periodic and cumulative totals of all project-related costs, is included in
each DRG project proposal.
Ensuring that a credible plan for documenting and reporting on estimated changes in
pre-identified and agreed upon key indicators, at least at the end of the budget year,
is the minimum requirement for engaging national and state consultants and CSOs.
Continuously up-dating the Portal and turning it into a data warehousing e-system to
facilitate the standardisation of M&E data at the OSSAP-MDGs, national and state
levels.
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