PART III: IMPLEMENTATION, MONITORING AND EVALUATION OF A NATIONAL ACTION PLAN 10. Implementation of the plan 10.1 Implementing mechanisms If the plan has been developed on the basis of realistic objectives, clear targets, broad scope and inclusive participation, it will be much easier to ensure effective implementation. Nevertheless, implementation should not be left to look after itself. Good work done in the developmental phase must be systematically carried through to the implementation phase. The coordinating committee set up to manage the development of the plan should not necessarily be disbanded when the plan is launched. Rather, it may be maintained and given responsibility for monitoring implementation. This chapter describes the full range of possible functions that can be carried out by a coordinating committee in such a case. Agency implementation mechanisms How implementation proceeds will vary from country to country. If commitment has been secured during the development of the plan from the various government agencies responsible for different sectoral activities, each of those agencies is likely to set up its own implementation mechanisms that can be expected to operate effectively. This will be extremely helpful for the overall process. However, rather than leaving it entirely up to individual agencies to devise their own implementation mechanisms, the coordinating committee may propose a coordinated structure that takes account both of the individual approaches of the agencies and the need for consistency on the part of all those involved in the plan. This should, of course, be done in consultation with the agencies concerned. Agency reports As part of this coordinated approach, it is desirable for each of the implementing agencies to provide progressive reports on their activity. The coordinating committee should meet on a periodic basis to review these reports and to monitor how the activities of the various implementing agencies compare with the commitments provided for in the plan. Where there are gaps, the coordinating committee should draw this to the attention of the agencies responsible so that an extra effort can be made to meet the original objectives of the plan. It will be easier to take such action effectively if the committee is broad-based and its chairperson is able to exercise effective influence. The monitoring and evaluation process is discussed in greater detail in the next chapter. Provincial and local government responsibilities 86