Influence of Monitoring and Evaluation Systems on Perfomance of Health Projects: a Case of AMREF Health Africa, Nairobi County, Kenya

Abstract

Monitoring and evaluation is still in its nascent stages in Africa, most organizations have come to appreciate its strategic value in keeping track of projects under implementation and reviewing the relevance, impact, sustainability, effectiveness and efficiency of completed and ongoing projects. Project operations may be monitored and evaluated using monitoring and evaluation systems. Regrettably, there is over and over again a disconnect between the plan of M&E systems, the gathering of data throughout the M&E process, and the utilization of that data. The goal of this research was to establish the influence of M&E systems on perfomance of health projects in AMREF Health Africa's Nairobi County, Kenya. The following research goals led the study: Determine how organizational structure influences NGO M&E system performance; establish the extent to which human resource capacity influences NGO M&E system performance; investigate how data quality influences NGO M&E system performance; and assess the extent to which funding influences NGO M&E system performance. A descriptive survey was used in this research. Ten project managers and program leaders, as well as 23 other project employees, made up the target population. A census survey and the whole population were used in the research. To gather information from the respondents, questionnaires with both closed-ended and open-ended questions were used. The descriptive statistics of frequencies, percentages, mean, and standard deviation were used to examine quantitative data. Content analysis was used to examine qualitative data. The findings were given in tables, followed by a written explanation. The research discovered that data quality, human capability skills, organizational structure, and financing all aided monitoring and evaluation system performance. The findings revealed that the organization gathered high-quality, verifiable data, and that workers performed their jobs competently and efficiently. The organizational structure broke down obstacles to communication and cooperation between upper and lower management. There were sufficient money to support the health initiatives, as well as clear structures and procedures in place to guarantee that the monies were distributed on time. Employees should be able to improve their abilities and stay up to speed on various skills and requirements of M&E systems via a continual training and development program, according to the report. In terms of policy, the government should develop rules that encourage humanitarian organizations to engage in M&E health initiatives so that high-quality data may be collected for future choices and strategy development. Researchers xii should look at the difficulties that humanitarian organizations encounter when using M&E systems for health projects in the future.