THE PRACTICE OF MONITORING AND EVALUATION IN ETHIOPIAN ROAD PROJECTS: THE CASE OF FEDERAL ROAD PROJECTS

Abstract

Project monitoring and evaluation is generally one of the components for effective project management. It gives responsibilities, indicates stakeholders' transparency and promotes corporate training by recording lessons gained in the execution of projects and applying them in the succeeding project planning and delivery or sharing experiences with other implementing organizations. The Ethiopian Roads Authority's Monitoring and Evaluation practice is assessed in this study, as the majority of its projects experience significant time and cost overruns, as well as quality issues. The data was obtained using a questionnaire and a key informant interview from the three stakeholders, and various Authority records. The study design was descriptive, and the data type was both qualitative and quantitative. The target population consists of 150 people who take part in project planning, implementation, monitoring, and evaluation. Despite consultants and contractors' claims that the Authority's central M&E unit does not function as it should, the research revealed that the Authority does have one. In terms of M&E tools, ERA uses a particular guideline and manual, but it does not regularly use a specific M&E approach. The M&E results are primarily used to make decisions. However, there is a communication gap between key staff involved in the M&E process, as well as members of management and stakeholders, indicating that the M&E results are not being communicated effectively. Finally, the Authority's defined challenges include lack of training and skilled M&E unit, communication gap among stake holders, difficulty using M&E tools and methods, capability gaps, gaps in implementing effective M&E programs supported by ICT, and employee perceptions of M&E tasks and environments. As a result, in order to improve Ethiopian Roads Authority's M&E practice, this study recommends that the M&E unit be properly staffed and equipped with the appropriate knowledge and skill. Furthermore, the Authority's decentralized M&E roles will be harmonized centrally within the M&E work unit. Mechanisms for data triangulation, approval, and validation should be structured to ensure data consistency. Furthermore, a clearly specified M&E approach and an appropriate M&E outcome communication plan should be implemented to optimize the efforts made and improve the efficiency of the M&E framework.