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Introduction
When the Revolutionary Government of Zanzibar (RGOZ) was reviewing its first generation Zanzibar Poverty Reduction Plan (PRSP) in its Swahili acronym MKUZA, it was found out that its M&E could only track inputs, outputs, outcome and impact. Inputs are the resources that are needed to implement plan activities. Outputs include those achievements derived directly from the management of inputs. The activities that are implemented lead to activity output like the number of workshops conducted, the number of staff trained and so on. In turn, a series of activities outputs, if implemented correctly, should lead to some results or outcome. How the results are going to be achieved is reflected by the activities. In the long run, changes in outcome should lead to achieve the intended impact. However, to achieve the intended impact, the process should be implemented correctly. The current system of mid term evaluation and end of term evaluation miss a lot of opportunities within each year. Yearly resources committed are not seriously followed to see whether the resources and activities are actually in line with the intended outcomes. How then can the M&E system check that the annual activities are being implemented as desired and the resources are being rightfully used to reach the targets?
In this paper, the aim is to:
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Inform that the ZSGRP has adopted the CRC as a yearly monitoring tool because developing country citizens need to develop a culture of evaluating the quality of services they receive.
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Show how the results were taken on board by the government to institute cost sharing for water supply.
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Advice how developing countries with second generation PRSPs can adopt the CRC in their wings at the sub national levels as a poverty monitoring tool that would assess the quality and value of services of different providers.
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