Monitoring and Evaluation Practices on Performance of Health Projects in Kenya: a Case of Nairobi County

Abstract

Monitoring and evaluation (M&E) are now an imminent component in the operations of immense industries especially in developed nations since the early 1980s. This study focuses on examining the M&E practices in the health sector of Nairobi County, Kenya, and how they influence the growth and performance of projects in organizations and industries. The study aims to determine how Kenyan healthcare performance measurement, monitoring, approaches to M&E methodologies affect senior management commitment, capacity development, budgetary resources, and stakeholder participation. Drawing on Stakeholder Theory and Structural Functionalism Theory, the study adopts a descriptive research design. Data was collected through questionnaires and interviews from a sample of 60 respondents, including top county leadership, the national government, and communities in Nairobi County. Multiple regression analysis was employed to evaluate hypotheses using SPSS for data analysis. The study found that M&E systems in place had well-defined objectives, although the qualifications and continuous training of M&E team members were uncertain. The study further came to a revelation that when there are enough funds to drive M&E structures that are instituted in an organization especially in the projects run by county administrations in Kenya, the performance was improved. Subdivision and ownership of M&E structures within an organization by premium holders also was seen to have a significant impact on the performance of projects. The research further concluded that senior level administrators had their own share of contribution to give if health focused projects within Nairobi County were to be indeed deemed a success. Their contribution would be evinced in terms of injecting financial resources and ensuring continuous training of M&E staff within the projects. To meet stakeholder demands, the study recommends that senior level management in the county administration need to develop a culture of adopting M&E practices which will in turn ensure that project objectives are properly aligned with project objectives and provide guidance and corrections within the prose of the project. Finally, the research contributes to the field of understanding and proper practice of M&E policies especially in within the Kenyan health sector in all the counties, providing guides and insights for elevating project performance.