Beyond indicators: Transitioning African M&E from donor compliance to people-centered systems

By Baraka Mfilinge (Vice Chair, EvalYouth Global) & Prof. Deus Ngaruko (Professor of Economics, Open University of Tanzania)

Across Africa, monitoring and evaluation (M&E) often conclude with counting indicators for donor reports, viewing communities as data sources rather than decision-makers. This blog advocates a shift: from indicators to institutions, projects to people, and monitoring to mobilization. Using examples from Tanzania, Rwanda, and Ghana, we show how African-led, youth-driven, and culturally grounded M&E can foster public trust, empower communities, and drive transformation toward the Sustainable Development Goals (SDGs).

Why Africa needs to go beyond indicators

In many parts of Africa, M&E is often viewed as a technical task—encompassing the collection of data, tracking of indicators, and preparation of reports. While this supports accountability, it usually overlooks the human element. Focusing on participation and dialogue ensures that evaluation is not just about measuring progress but also about helping people shape their future.

In Africa, M&E systems were primarily shaped by donor and colonial traditions that emphasized compliance over empowerment. Indicators were created mainly for external reports, leaving little room to assist local organizations in implementing changes that are most meaningful to them. This history has led M&E to be viewed as an outside imposition rather than a tool for supporting African-led development.

To make meaningful progress on the SDGs, Africa needs a M&E approach that goes beyond just tracking numbers. M&E should be an essential part of a governance and empowerment cycle - enabling institutions to listen, communities to speak, and evidence to guide action.

Why current M&E falls short in the African context

Ownership is lost. Many M&E systems are still designed to meet donor reporting standards rather than local needs. In many countries, indicators are set externally, so data is collected, but decisions are made elsewhere. “Success” in many programmes still depends on reports submitted, workshops held, or surveys collected. Communities often share information without understanding how it benefits their lives. Local governments usually respond to donor demands rather than using M&E evidence to set their priorities.

Metrics are shallow. Too much emphasis is placed on outputs - such as the number of trainings conducted or the number of people reached. It isn’t surprising that Tanzania’s local health sector performance is judged by the revenue collected, rather than improvements in mortality rates. This narrow focus risks creating a culture where meeting numerical targets is valued more than producing meaningful change.

Communities experience “data fatigue.” People are surveyed multiple times by different projects, but rarely see results shared or acted upon. A farmer in Kilwa, Tanzania, once complained during an endline evaluation that he had answered the same questions about yields for years but was never told how the information was used. When communities feel like data providers rather than partners, trust in M&E deteriorates.

As practitioners, the lesson is clear: to address the issue of data fatigue experienced by communities, indicators should support institutions instead of overriding them. Evidence must be owned, interpreted, and utilized by local actors if it is to retain its long-term value. When communities are regarded as partners in M&E, rather than just data sources, trust is built, and results are more likely to lead to meaningful action.

Three shifts Africa needs

First, from indicators to institutions

M&E should not be treated as a donor box-ticking exercise; it needs to be part of government systems. When evidence informs planning, budgeting, and council work, it enhances governance and decision-making. Rwanda’s Imihigo performance contracts demonstrate how M&E can inform service delivery in real-time. Once institutions own their data, evidence moves from paper to practice.

Second, from projects to people

Development is more than numbers. Counting activities isn’t enough; what matters is whether lives improve. Participatory methods—such as community scorecards, outcome harvesting, or the Most Significant Change (MSC) technique—enable communities to share their stories and influence decisions.

For example, an evaluation of an HIV programme in East Africa revealed that service data alone missed critical barriers. During a focus group, a young woman explained to the evaluators that stigma had prevented her from returning to the clinic—a reality often overlooked in routine statistics but vital for designing more effective responses. This shows that people, not indicators, should define success.

Third, from monitoring to mobilization

M&E matters when findings spark dialogue and action. Too often, reports sit on shelves instead of shaping decisions. In Ghana, citizen-led scorecards on water access created an opportunity for communities, service providers, and local officials to review the results and set priorities together. That process pushed the government to reallocate funds to neglected areas. In Tanzania’s Kilwa District, village meetings that shared results inspired residents to launch their own health campaigns. When M&E is rooted in community life, it stops being passive monitoring and becomes a force for mobilization.

Youth as system builders

With Africa’s median age under 20, young people can shape M&E in powerful ways. Yet they are often limited to collecting data and excluded from decisions. In reality, young evaluators are innovators and system builders. Recognizing their role is essential if Africa’s M&E systems are to stay relevant.

Through platforms like AfrEA, young and emerging evaluators, the Open University of Tanzania’s M&E Alumni Network, and the Global M&E Mentorship WhatsApp Platform design digital dashboards, lead community-based monitoring efforts, and influence policies in real-time. Baraka is a product of this movement. By volunteering, sharing expertise, and supporting one another, young evaluators are developing their skills and growing as professionals. Many now showcase their talents and, more importantly, create real change.

For African M&E systems to truly catalyze transformation, the region must move beyond donor compliance and actively build people-centered systems. The primary call to action is clear: invest in intergenerational leadership and ensure local ownership, so that M&E become practical tools for collective action and lasting change.

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Baraka Leonard Mfilinge is a M&E Specialist from Tanzania and serves as Vice Chair of EvalYouth Global Network and Africa Representative. He is the Director and Managing Partner at Ufanisi Knowledge Hub Consulting and the Founder of VOPME at the Open University of Tanzania. He advocates for practical, youth-led, and impactful evaluation practices across Africa. Connect with Baraka on LinkedIn and X.

Prof. Deus D. Ngaruko is a Professor of Development Economics at the Open University of Tanzania and an expert in M&E. He serves as the Director of ACDE-TCC, the Chief Editor of HURIA Journal, and the Chairperson of the Professors Forum. He previously served as Deputy Vice Chancellor from 2016 to 2024. Connect with Prof. Ngaruko on LinkedIn.

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Disclaimer: The content of the blog is the responsibility of the author(s) and does not necessarily reflect the views of Eval4Action co-leaders and partners.