MONITORING AND EVALUATION PRACTICE AND PERFORMANCE OF HEALTH PROJECTS IN ISIOLO COUNTY, KENYA

Farhiya Ibrahim Mohamud, Dr. Maurice Pedo (PhD)

Abstract


Monitoring and evaluation, which is an integral part of the project cycle, has been used globally as a tool in project management. This management tool provides continuous feedback on the implementation of the project or the programme while identifying the successes and potential problems that help in decision making for the project or programme managers. The general objective was to examine the effect of monitoring and evaluation practice on performance of health projects in Isiolo County, Kenya. The specific objectives were to determine effect of monitoring and evaluation planning, effect of stakeholder engagement, effect of monitoring and evaluation staff training, and effect of monitoring and evaluation information systems on performance of health projects in Isiolo County, Kenya. The study was guided by four theories: social contract theory, stakeholder theory, human capital theory, and systems theory. The study adopted a descriptive research design. The target was 61 county staff from the Department of Health and census technique was used in sampling all the target staff like M&E officers, project officers, project managers, ICT Officers, Chief Officers, Directors, health records officers and finance officers. Data was collected using questionnaires that was tested for validity and reliability. Data was analyzed using descriptive and inferential statistics. Findings showed that a moderate significant correlation between M&E planning and health projects performance (r=0.578, p=0.000), a strong significant relationship between stakeholder engagement and health projects performance (r=0.761, p=0.000, a moderate significant relationship between staff training and health projects performance (r=0.346, p=0.000), and a strong significant relationship between adoption of information systems and health projects performance (r=0.700, p=0.000). The study recommends that; the county government executive should ensure that there is adequate budgetary allocation for monitoring and evaluation practice, project stakeholders should be involved in key areas like data collection, data dissemination, and decision making, the county governments’ staff in charge of development projects should identify the training needs of the monitoring and evaluation staff and the county government should strive to adopt information systems that will enhance effectiveness of the monitoring and evaluation activities

Full Text:

PDF

References


Agrawal, R., Kalugampitiya, A., Rinzin, J., & Hashim, K. (2018). Leveraging Monitoring and

Evaluation Systems for Good Governance.

Askari, G. (2011). Factors influencing effective implementation of monitoring and evaluation

practice in Donor Funded Projects in Kenya: A Case Study of Turkana District.

Unpublished MBA Research Project, Kenyatta University . Nairobi .

Association for Project Management . (2019). Retrieved from

https://www.apm.org.uk/blog/governance-and-stakeholders/

Bayley, S. (2015). Building M&E Systems to Support Better Governance.

Bertalanffy, V. (1968). General System theory: Foundations, Development, Applications. New

York: George Braziller.

Biwott, T., Egesah, O., & Ngeywo, J. (2017). Importance of Monitoring and Evaluation in the

Sustainability of Constituency Development Fund (CDF) Projects in Kenya.

Bogdanov, A. (1922). Tektologiya: Vseobschaya Organizatsionnaya Nauka, volume 3. Berlin

and Petrograd-Moscow.

Bogdanov, A. (1980). Essays in Tektology: The General Science of Organization, trans. By

George Gorelik. Seaside. Intersystems Publications.

Checkland, P. (1981). Systems Thinking, Systems Practice. Chichester,UK: John Wiley & Sons.

Chiamogu, A. (2020). Ethnicity, Religion and Governance in Africa: Analyzing the Nigerian

Situation.

Crocker, C. A., Hampson, F. O., & Aall, P. (2011). Rewiring Regional Security. USIP Press.

D.H, M. (Thinking in Systems: A Primer). 2008. Chelsea Green Publishing.

E., L. (1996). The Systems View of the World: A Holistic Vision for Our Time. New Jersey:

Hampton Press.

Görgens, M., & Kusek, J. Z. (2019). Making Monitoring and Evaluation Systems Work. The

World Bank.

Hauge, A. (2003). The Development of Monitoring and Evaluation Capacities to Improve

Government Performance in Uganda. Washington D.C,: Operations Evaluation

Department ECD working paper No. 10. The World Bank.

Hlatshwayo, Z., & Govender, K. (2015). An Assessment of the Demand-Side of the Monitoring

and Evaluation System of the Health Sector in Zambia. Journal of Social Sciences and

Humanities, 4(2) 75-86

Howard , T., Richard, R. S., & Fermin, D. (2013). Human Capital and Global Business Strategy.

New York: Cambridge University Press .

Jackson, M., & Flood, R. (1991). Critical Systems Thinking.

K K Govender, N. H. (2015). Monitoring and Evaluation in the Public Sector: A Case Study of

the Department of Rural Development and Land Reform in South Africa. Asian Journal

of Economics and Empirical Research, 91-99.

Kissi, E., Agyekum, K., Baiden, B, B., & Tannor, R. (2019). Impact of project monitoring and

evaluation practice on construction project success criteria in Ghana.

Kothari, C. (2004). Research Methodology: Methods and Techniques (2nd Edition) . New Delhi :

New Age International Limited .

Lakin, J., & Magero, V. (2015). Improving Program-Based Budgeting in Kenya. IBP Guide.

Mackay, K. (2006). Institutionalisation of Monitoring and Evaluation Systems to Improve Public

Sector Management. Independent Evaluation Group. Series 15, the World Bank.

Maldonado, N. (May 29-30, 2010). THE WORLD BANK'S EVOLVING CONCEPT OF GOOD

GOVERNANCE AND ITS IMPACT ON HUMAN RIGHTS. DOCTORAL WORKSHOP ON DEVELOPMENT AND INTERNATIONAL ORGANIZATIONS. STOCKHOLM,

SWEEDEN.

Mbaku, J. M. (2020, January 8). Brookings. Retrieved from

https://www.brookings.edu/research/good-and-inclusive-governance-is-imperative-forafricas-future/

Monitoring and Evaluation Department. (2019). Keeping Development on Track.

Mugenda , O., & Mugenda, A. (2003). Research Methods: Quantitative and Qualitative

Approaches . Nairobi : Nairobi African Centre for Technology Studies .

Mushori, J. (2016). Determinants of Effective Monitoring and Evaluation of County Government

Funded Projects . Nairobi, Kenya: University of Nairobi .

Mwengi, M. E. (2016). ENHANCING GOOD GOVERNNACE UNDER KENYA’S DEVOLVED

SYSTEM OF GOVERNMENT: A CASE OF MACHAKOS COUNTY. Nairobi: University

Of Nairobi.

Naidoo, I. A. (2011). The role of Monitoring and Evaluation in Promoting Good Governance in

South Africa: A Case study of Social Development, PHD Thesis. Jhannesburg: University

of Johannesburg.

National Academies Press. (2019).

Ogolla, F., & Moronge, M. (2016). Determinants of effective monitoring and evaluation of

government funded water projects in Kenya. A strategic business and change journal Of

management, Vol. 3; Issues 1.

Ogolla, F., & Moronge, M. (2016). Determinants of Effectiveness of Monitoring and Evaluation

of Government Funded Water Projects in Kenya. A Strategic Business and Change

Journal of Management, Volume 3; Issue 1.

Schultz, T. (1961). Investment in Human Capital. American Economic Review, Vol. 51 1-17.

Sergone, M. (2008). Bridging the gap. Switzerland: UNICEF.

Shapiro, J. (2011). Monitoring and Evaluation. CIVICUS. Retrieved from

https://civicus.org/view/media/Monitoring%20and%20Evaluation.pdf

The National Treasury and Planning & Council of Governors . (2019). Guidelines for the Development of CIMES.

UNDP. (2013). MDG Pro


Refbacks

  • There are currently no refbacks.