Finally, the role of users in ensuring data quality should not be underestimated. Users have a unique opportunity to detect errors in their daily work with the system, and it is important to create feedback loops from them to the system manager. Users had good suggestions for developing automatic aggregations for key figures and for how the data should be displayed, such as how it should appear in terms of tables, graphs, charts, and the like.

Although the MIS has generally been a success, there were many rounds of fixing problems until it was working in an acceptable manner. Some of the challenges encountered stemmed from lack of Internet reliability in Ethiopia. Frequent Internet interruptions can lead to duplication errors with automatic database updates and data not being automatically uploaded to the central server from satellite offices. Close monitoring and checking data transfer was therefore needed, even when the MIS was in regular operation.

# **6. Sustainability**

At the time of our fieldwork, the MIS was functioning well and was popular among users, although its sustainability depends on the sustainability of the WEDP. If the WEDP is discontinued, there will be no need for joint reporting even if training and finance continue to be provided to growth‐oriented female entrepreneurs. M&E of the services would then be integrated into the regular government system, and it would probably not be possible to continue to identify growth‐oriented female entrepreneurs registered in the WEDP (under the current government SME registry).

Our sustainability assessment is therefore split into two parts. First, we assess sustainability based on the assumption that the WEDP would continue as a dedicated program after donor support ends and assess the likelihood that the government will continue with the MIS, as opposed to integrating it into their regular M&E system. Then, we assess spillovers from the MIS and the benefits generated beyond its functions as an MIS project.

## **Continuation of the MIS beyond project life**

If the WEDP is maintained after donor financing ends, it is mostly a question of the costs of running the MIS in relation to FUJCFSA IT operating costs. We inquired into the operating costs of the MIS and those of the regular FUJCFSA IT system.

The operating costs for the MIS at the TVET colleges are minor, and the TVET colleges could take them on easily if they continue to provide training after project closure. One relatively costly support function has been the WEDP city coordinators, who have facilitated data transfer. They have acted as a link between the implementing institutions (mainly OSS and TVETS) and the head office. In the first phase of the WEDP, they were instrumental in collecting and submitting data. As the MIS started to function and gradually improved, their contributions decreased, although they still represent a substantial cost in operating the MIS.

The city coordinators have mainly provided temporary support in the start‐up phase. Challenges such as poor Internet connections, high OSS staff turnover, and limited administrative resources for WEDP management have made the role of city coordinators important. For the TVETs, for example, once 22