Third party monitoring (TPM) is defined by ICE as “the use of an independent organisation – typically in areas where a funder does not have access – to collect monitoring data in order to reduce risk and maximise performance and accountability”. Using third parties to assess the status and performance of a project can provide unbiased perspectives on issues and make recommendations where relevant. TPM is generally used for a wide range of applications, ranging from technical and engineering projects, governance and accountability to the environmental and social monitoring of project implementation.
So, with the definition out of the way, and the potential scope of practice in mind, when is TPM the best choice for a project?
Lack of Access
At the most basic level, one of the main reasons why donors use TPM is due to a lack of access to hard-to-reach areas. In insecure environments where aid agencies face significant access restrictions due to risks of physical safety and/or travel restrictions, there is a reluctance to send staff to monitor their own projects. TPM can therefore be a very useful way to act as their “eyes and ears” on the ground without risking the safety of their own staff. As a proxy, TPM has the ability to gather data from ‘no-go’ areas where direct access to the field isn’t a possibility for agencies. Even in situations where accessibility by an agency staff is possible, TPM can be used as a method to provide a low-visibility option with lower risks for communities and TPM agents, therefore increasing the safety and reducing risks for those involved. On top of this, TPM is particularly encouraged in locations thought to be very susceptible to corruption, theft or misappropriation. Since TPM functions as the “eyes and ears” on the field, it is easier to identify fraudulent behaviours at every stage of interventions. Moreover, since TPM workers are an external party unaffiliated with pre-existing field workers, they are more likely to be unbiased and report on any concerns of corruption.
Enhanced project performance
TPM can drastically increase project performance in a number of ways. Standard monitoring frameworks, while able to collect quantitative data to project outcomes, may still miss subtle queues related to the implementation of the project. TPM, on the other hand, is typically able to provide a different perspective from the ground while also gaining a better comprehensive image of the project performance as a whole. Moreover, TPM agencies are usually able to access field locations on a more frequent and regular basis compared to traditional monitoring organisations, increasing the overall efficiency of the performance.
Accountability
Donors are always aiming to be accountable to communities and taxpayers – but some traditional methods of monitoring have limited funding and access to qualified local staff, which in turn limits the donor’s accountability. Increasing demands for accountability have resulted in a growing use of TPM, as this allows for independently produced, accurate data which is very reliable and unbiased.
Quality Verification
Compared to traditional monitoring methods which can often become stretched to appease multiple donors and limited for funds, TPM is more likely to have the resources, means and focus to deliver data to a very high quality and a high standard. The independence of TPM combined with higher quality is likely to increase the credibility of the findings, adding weight to the robustness of the results.
There are evidently many benefits of using TPM compared to traditional methods of monitoring. However, when considering whether to use TPM for a project, it is important to understand that there may be some constraints and risks to consider before embarking upon TPM. Research conducted by Secure Access in Volatile Environments (SAVE) states that TPM may work best as a last resort combined with internal monitoring systems in specific locations with particularly limited access. It also highlights the fact that TPM is typically used for gathering output data, and therefore has limited ability to measure why or how a project can achieve better results. It is suggested that when using TPM, it should supplement, rather than come at the expense of, more intricate data gathering methods. Another thing to consider before embarking upon TPM is the risk of becoming too reliant on TPM in replacing traditional monitoring methods. It has been argued that over-use of TPM can, over time, weaken institutional memory. With increased use of external monitoring, information collected in the field is likely to remain outside of the organisation, and excluded from the internal structure. This can result in organisations feeling like they’re “out of the loop” and could in turn increase reliance upon the use of TPM.
The use of TPM evidently has its benefits. Whether it’s by enhancing project performance, fighting corruption, increasing quality verification or providing access to hard-to-reach areas, TPM is a great way to supply more accountability where it is needed the most. However, before embarking upon TPM, it is imperative to consider its risks and constraints. An over-reliance on TPM could, in time, counteract the benefits.
References
- https://reliefweb.int/report/world/third-party-monitoring-desk-review-and-implementation-guidelines
- https://ec.europa.eu/fpi/system/files/2021-05/study_on_best_practices_in_third_party_monitoring__0.pdf
- https://www.gppi.net/media/SAVE__2016__The_use_of_third-party_monitoring_in_insecure_contexts.pdf
- https://documents1.worldbank.org/curated/en/578001530208566471/Environment-and-Social-Framework-ESF-Good-Practice-Note-on-Third-Party-Monitoring-English.pdf
- https://ieg.worldbankgroup.org/blog/third-party-monitoring-volatile-environments
About the Author
Emma Sohi-Isolani is a Junior Officer within the Business Development Department at Trust. She graduated from SOAS with a Master’s degree in International politics and she possesses experience within the financial sector as a summer analyst for Bank of America Merrill Lynch as well as experience within the United Nations organisation as a treasury intern.
Read more about Emma on LinkedIn.