Most partnership arrangements lack effective monitoring and evaluation. Municipal leaders need to understand the importance of monitoring performance and outcomes on an ongoing basis, the need for strategic evaluation, and the even greater importance of how these results will feed back into the process and result in redefined arrangements. The leadership will need to define how this is to be achieved, by whom, and at what intervals. This might be internally driven or contracted-out to NGOs, whose focus on equity, for instance, may contribute important information about targeting. Political will is an important parameter underpinning effective monitoring and evaluation.