Determinant Of Programmes Monitoring And Evaluation In Kenya: A Case Of Akam Outreach Programme In Mombasa County

Abstract

For more than 60 years, various agencies of the Aga Khan Development Network (AKDN) have offered microfinance services through integrated development programmes and self-standing microfinance institutions. Today, these programmes have been brought together under the Aga Khan Agency for Microfinance (AKAM).Due to the importance of such a programme in developing nations like Kenya, there needs to be effective monitoring and evaluation of its activities. However, the idea of monitoring and evaluation in the country has from time to time been taken as a witch hunting activity and both employees and other programme beneficiaries never like it. This research therefore aimed at addressing such factors influencing the implementation of this M&E in Mombasa’s AKAM branch. Thus this study was aimed at establishing the Determinants of Programme Monitoring and Evaluation in Kenya; A Case of AKAM Outreach Programme in Mombasa County. The objectives of the study included: to examine the extent to which staff competency influence programmes monitoring and evaluation in Kenya; to find out the extent to which resources adequacy influence programmes monitoring and evaluation in Kenya; to find out the extent to which donor policies influence programmes monitoring and evaluation in Kenya; and; to examine the extent to which stakeholders participation influence programmes monitoring and evaluation in Kenya. The target population included the 32 employees at AKAM and 108 chair persons from the benefiting groups. However a sample of 114 was considered for the study as calculated by the sampling Table by Morgan. The study used a descriptive survey design. The Statistical Package for Social Sciences (SPSS) computer programme (version 20.2) was used to analyze the data. From the responses in the field, out of the 140 questionnaires issued to the respondents, 90 were returned and were useful for the study. From the responses on the field, on average, over 78% of the respondents supported the idea that staff competency, donor policies, resources adequacy and stakeholders greatly influenced the implementation of programmes M&E. Based on the findings of the study, the researcher recommends that, for effective and successful programs M&E, there must be a strong consideration on the type of staff hire for the process (staff competency) there must be allocation of M&E resources that include human resources, funds and other infrastructure resources. Also, the study recommends that, donors must be considered in all the levels of establishing and setting of M&E policies at AKAM. This should be intertwined with the consideration of the stakeholders like the community. If these players are brought on board, M&E can be successfully implemented. A further study can be done to examine the role of community participation in the performance of programmes’ M&E and another study can also be done to examine the influence of Management information system M&E of Donor funded Projects.