An Assessment of the Monitoring and Evaluation System of the Cereal Growers Association

Abstract

Monitoring and evaluation (M&E) systems are an integral part of project implementation as they measure achievements, contribute to learning and enhance accountability. A robust system ensures that the project objectives are met in the best way possible therefore assessment of M&E system is a very vital activity in any organization. This research project sought to determine the status of the M&E system of the Cereal Growers Association (CGA) and to make recommendations with a view of strengthening it. The study was guided by an internationally acceptable M&E framework developed by UNAIDS (2008) and focused on all the 12 components as they are relevant and applicable. To assess the CGA’s system, this research applied a cross-sectional research design as it is descriptive in nature thus allowing ability to system identify strengths, gaps and make recommendations. Mixed methods were used where both quantitative and qualitative data was collected from primary as well as well as secondary data sources. A total of 48 respondents were interviewed during the assessment. A total of five out of the 12 components assessed met the international standards to a large extent and these include: organization structures within M&E; partnerships to plan, coordinate and manage M&E systems; M&E plan; routine programme monitoring and; surveys and surveillance. All the other remaining components met the standards to a moderate extent. From discussions with various respondents and analysis of data human capacity for M&E emerged as weakest M&E plan was the strongest. It was noted that the system is useful in reporting programme implementation progress and informing management on strategic and risk planning. The system has also made good contribution towards enhancing donor accountability with M&E findings helping to strengthen funding proposals submitted by CGA. xii The CGA’s M&E system is good for showcasing and sharing with other national organizations such as the cooperative societies that bring members together to pursue common objectives such as production and marketing. When considering the three broad categorization of M&E components as described by UNAIDS (2008), that is, those relating to people, partnerships and planning; those that relate to data collection, capture and verification and; components relating to data use in decision making. The last component dealing with using information to improve results came was the found to be the weakest hence there is need for the CGA to consider strengthening the aspects contained therein. From the findings, it can be concluded that the CGA’s M&E system is functional and strong and also it is meeting its objectives. This is backed by the findings that 42 percent of the components meet standards to a great extent and the remaining 58 percent meet them to a moderate extent. The system is good for showcasing and sharing with other national organizations such as cooperatives that bring farmers together to pursue common objectives such as production and marketing. Finally, there is potential for the CGA to have one of strongest and robust M&E systems in Kenya. This argument is supported by the fact that there is a good M&E strategy which compares to those developed by international organizations. It was also noted that the senior management was keen to ensure M&E processes were strengthened implying that the system enjoys goodwill which is a key enabling factor for successful systems.