Management information systems may need revision if the nature or scopes of the project are revised during implementation. Therefore examine:
| KEY ISSUES |
POSSIBLE RESPONSES |
- Are effective management systems in place?
- Are the project planning and procurement and contracting mechanisms working effectively?
- Does the quantity and quality of data collected match the needs of the project and permit effective monitoring and management decision-making?
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- Where management systems appear weak or open to abuse, discuss systems improvements with government.
- Review the operation of systems established for data collection, storage and processing and make necessary revisions.
- If the project scope or objectives are revised, ensure that management information systems are still appropriate.
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Changes in the structure of implementing agencies may weaken (or improve) their capability to implement the project or programme. Therefore examine:
| KEY ISSUES |
POSSIBLE RESPONSES |
- Have changes in the structure of the implementing agency, since financing was secured, altered their ability to implement the project?
- As a consequence, does the schedule of project activity and the achievement of goals still seem realistic?
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- Re-assess the implementation schedule and propose revisions.
- Identify if additional consultancy support may be required to meet shortfalls.
- Consider whether other public or private sector agencies should be brought in.
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Measures to improve inter-sector and sector coordination planning may meet with resistance, thereby hindering implementation. Therefore examine:
| KEY ISSUES |
POSSIBLE RESPONSES |
- Are weaknesses in the strategic plan or developments in other sectors, or internal to the sector, affecting implementation?
- If the project was predicated on institutional reforms, have these been carried out?
- Are different actors of the sector and stakeholders fulfilling their roles and responsibilities?
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- Identify weaknesses in existing procedures for integrated planning, including roles and responsibilities, and recommend improvements.
- Identify what remedial actions may be taken to reduce inter-sector or intra-sector conflicts and integrate implementation with other programmes and projects.
- Monitor compliance with preconditions relating to institutional change, discuss shortcomings and try to find remedies. Where this is impossible, modify the project framework.
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Sustainability of services requires that users and operators understand and fulfil their responsibilities for O&M. Therefore examine:
| KEY ISSUES |
POSSIBLE RESPONSES |
- Is the strategy for handing over services to the public or private operating agency and/or users well-defined and feasible?
- Are there maintenance strategy and plans in place?
- Are the current O&M technologies efficient and adapted?
- Are recurrent cost requirements ensured?
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- Ensure that the hand-over plan and associated training requirements are defined, running on schedule and being taken up as planned.
- Support the establishment of a O&M strategy including the identification of appropriate technologies.
- Ensure maintenance plans and mechanisms to address recurrent costs are in place.
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There is a danger that training and capacity-building measures, defined at formulation, are cut back during implementation or are ineffectual. Therefore examine:
| KEY ISSUES |
POSSIBLE RESPONSES |
- Are the implementing agencies managing project implementation – financial management, stakeholders participation, data collection, monitoring – satisfactorily?
- Have suitable staff been recruited and retained to fill key project posts?
- Is the agency developing its human resources over the long term?
- Is there a need for strengthening the implementing agency’s management capacity in the short term?
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- Where under-performance is evident, discuss with the implementing agency and identify remedial actions.
- Verify that suitable trained staff have been engaged as required. If not, identify ways to attract and retain suitably qualified staff.
- Verify that training is providing the required skills.
- Review the agency’s human resource development strategy and make recommendations for improvements.
- Identify what additional consultancy support may be required and how it may be funded.
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