Monitoring and evaluation practices and performance of global environment facility projects in Kenya, a case of United Nations environment programme
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Date
2018
Authors
Kihuha, Peninah
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
The Performance of Global Environment Facility Projects have not been up to predetermined
standards in various aspects. For this reason, Institutional Monitoring and Evaluation (M&E)
practices are spurred by demand for project effectiveness, efficiency, transparency,
accountability, information frameworks, quality, and availability of M & E technologies and
instruments. Various agencies have established full-fledged M & E departments and legal or
regulatory frameworks for regular M&E execution of projects that are donor funded on the
backdrop of stringent regulations to achieve purposed socio economic development in target
beneficiary communities. The study examined Monitoring and Evaluation routine at United
Nations Environment Program Global Environment Facility Projects in Kenya and its effect on
Project Performance. The broad aim of this study was to ascertain the influence of the practices
of monitoring and evaluation on the performance of UNEP GEF Kenyan chapter projects. The
specific aims of this research were to determine influence of planning process, technical
expertise, stakeholder involvement and Management involvement on performance of UNEP
GEF projects in Kenya. The research enrolled the entire population of UNEP GEF project staffs
to respond to an in depth individual interview questionnaire. The study population had 15 project
managers, 32 support staff, 5 monitoring, and evaluation staffs. The analysis of data was done by
utilising computerized statistical package of social scientists (SPSS) and summarized in tables
for interpretation and inference. M & E practices were analysed at four levels of planning
process, technical expertise, stakeholder involvement and management participation.
Associations between M & E practice and project performance were measured using logistic
regression model, with estimated odds ratios (ORs) at 95% confidence intervals (CIs) with a P <
0.05 regarded to be statistically significant to establish influence of M & E practice on
performance. The study established adaptability of planning process and technical expertise on
allocation of funds for M & E, development of clear M & E plans/tools, regular collection and
analysis of M & E information, training of M & E staffs and attracting skilled M & E staffs with
average flexibility on M & E needs assessment. The project though reported low staff awareness
on M & E planning process, lack of control mechanisms to keep track of project progress, lack of
utilization of M & E to support decision making during project implementation, lack of
developed comprehensive strategic operational plans for regular monitoring and evaluation. The
project further reported low-level application of stakeholder analysis or feedback and
communication strategy that reflects community needs or people's interest in the implementation
or enable stakeholders to influence project acceptance based on their needs. There was lack of
visible support and commitment by management towards project implementation as well as
effective communication that meets project objectives and effective use of lessons learnt from
different projects for future decision-making and improved project delivery. UNEP GEF project
reported good performance on timeline, cost, quality, goals, visibility, donor fulfilment and
achievement of targets and poorly on scope, acceptance, visibility, reputation and impact. The
study concluded that planning process and technical experts practices applied optimally while
stakeholder involvement and management participation had low-level application. The study
recommends establishment of strategic plans to define internal process of carrying out M & E,
strengthening organizational M & E capacity, structuring stakeholder involvement and
management participation.
Description
A research project submitted in partial fulfillment of the requirement of the degree of masters of business administration (project management option) of Kenyatta University July, 2018