PHN 1992 Sector Review 31 the FY92 portfolio that favors a more autonomous agency for multisectoral and/or emergency-type operations. Those multisectoral projects that rely on line ministries and other already existing agencies to implement them make for rather complex operations. The various arrangements for project management and implementation included in FY92 projects reveal somewhat of a tension between smooth and successful project implementation (assured by a more autonomous project management and implementation entity), on the one hand, and institutional development (which occurs when existing, but weak, units within government are responsible for project management and implementation), on the other. An increasing number of project management entities are largely independent from central administrations. This autonomy has many positive aspects with regard to project performance but its institutional implications in the long run should be assessed.

# _4. Monitoring and Evaluation_

4.9 Considerable attention has been paid by the majority of FY92-approved operations to the development of a good information base and to monitoring and evaluation. And that attention has been, in some cases, thoughtful and thorough, focussing not only on tracking the project's success, but also on developing national capacity for improved inforrration collection, analysis and management and for monitoring and evaluation of sector activity more broadly. All of the FY92 projects support improvements in the collection, analysis and management of sector information. And all FY92 operations provide for a mid-term review in order to take a thorough look at project progress and impact and to adjust and refine the operation accordingly. In addition, significant provision has been made in many projects to monitor progress and evaluate impact on an ongoing basis. Examples follow.

4.10 Under the Chile project a study will be undertaken to develop methods for monitoring z,c: projCct component and for evaluating costs and b)enclits of the investment. The study will recommend appropriate methodologies for monitoring and evaluating for efficiency, equity and quality of care and for financial effectiveness. Technical assistance will be used under the Guyana project to carry out an external evaluation of SIMAP's impact and to improve the internal monitoring of the project cycle and evaluate the implementation of food supplementation activities. Indicators are process-oriented, but will be complemented by a series of studies to assess the quality and impact of various categories of subprojects. The mid-term review for the Honduras project will focus on targeting, quality, impact, administrative efficiency and financial soundness, prospects for the future of the Honduras Social Investment Fund, and how to strengthen line ministries based on lessons of experience from this project. The Rwanda project has compiled a list of project indicators to evaluate each component, which are process oriented. As a necessary complement to these indicators, the project's impact at the family and community level will be assessed through the LSMS component as well as other social studies.

4.11 Malaria targets established under the Sao Tome and Principe project are very explicit: decrease the parasite index by 50 percent from 410 cases/10,000 to 200; decrease malaria mortality in children under five by 80 percent from 65/10,000 to 13; and decrease malaria mortality in the general population by 85 percent from 20/10,000 to 3. These indicators will permit effective project monitoring and evaluation. The project will support the maintenance of efficient epidemiological surveillance and regular evaluation of the malaria control program. Key indicators to measure program performance, agreed with the government, will provide for simple, practical and timely information; they include both operational indicators and epidemiological indicators. The China project will support operational research on management, economic, social and epidemiological factors to