Strategic plans are the heartbeat of any ambitious organisation. But what separates a strategy that transforms lives from one that gathers dust on a shelf? 

The answer is simple: evidence.

Strategic documents often promise transformation – new jobs, better services, stronger economies.

Yet without the right systems to test, track, and adapt them, many strategies risk remaining aspirational rather than actionable.

This is where monitoring and evaluation (M&E) plays a key role. Rather than being just a technical formality, M&E acts as the link that converts vision into tangible, evidence-based results. 

By consistently gathering, analysing, and applying data, organisations can align their efforts with larger development objectives, monitor their progress, and adjust to changing circumstances.

Let us consider the case of M&M AgriTech Holdings (Pty) Ltd, a Namibia-based agribusiness consulting firm, which is pioneering an AgriTech Access Hub in Rundu.

AgriTech access

Enter M&M AgriTech Holdings (Pty) Ltd, a Namibia-based agribusiness consulting firm with an ambitious plan: to establish the AgriTech Access Hub in Rundu, serving Kavango East, Kavango West, and the Zambezi region.

This Hub is not just a warehouse. It is envisioned as a one-stop centre where farmers can access agricultural equipment, training and agro-processing technologies, while also serving as a logistics and distribution hub.

Its vision aligns seamlessly with Namibia’s Sixth National Development Plan (NDP6), which prioritises agricultural transformation and job creation (National Planning Commission, 2024). 

It also resonates with the Swapo Party Manifesto (2024-2029), which emphasises food security and rural development.

But here’s the catch: a strong strategy on paper is not enough. The real test is whether the Access Hub delivers tangible change for farmers.

Strengthening strategy

M&E is not about ticking boxes. It is about asking: are we making the change we promised? Here’s how M&E can turn M&M AgriTech’s Rundu Hub into a living, adaptive strategy:
Indicators can be set not only for project outputs (e.g., the number of farmers trained) but also for national priorities, such as contributions to food security and employment.

Evidence-based decisions

Baseline studies and feasibility surveys help refine the Hub’s design, ensuring it reflects the real needs of farmers and local market realities, rather than assumptions.Monitoring goes beyond tracking training sessions or equipment delivery. It captures outcomes such as increased yields, reduced post-harvest losses, and higher household incomes.

If monitoring shows farmers struggle with transport costs, evidence can justify piloting satellite collection points or mobile services.

Accountability and credibility

Transparent reporting builds trust with investors, partners, and government stakeholders, positioning M&M AgriTech as a credible driver of agricultural transformation.

With M&E, the Rundu Access Hub becomes more than a physical structure; it becomes an evidence-driven engine of rural development. It can track how many farmers adopt climate-smart practices, the volume of produce that flows through value chains, and the number of jobs created in the process.

The lesson is simple.

Without M&E, strategy risks being blind ambition. With M&E, strategy becomes measurable impact.For Namibia, where agriculture remains the backbone of rural livelihoods, embedding evidence into strategy is not optional – it is indispensable.

*Oswald Siku Mughongora is an M&E expert with an MBA in Natural Resources Management, a Postgraduate Diploma in Monitoring and Evaluation, and an MPhil in Monitoring and Evaluation. He writes in his personal capacity.