Monitoring and Evaluation Practices and Implementation of Community Based Organization Projects in Kibera Slums: a Case of Ushirika Foundation, Kenya

Abstract

Monitoring and evaluation are critical techniques for assessing the performance and efficacy of initiatives or programs. Most of the organizations in Kibera's slums do not adopt M&E practices, and this makes them to perform badly. Clients in the public and private sectors, notably NGOs and CBOs, place a high value on project execution and success. A well-thought-out timeline must be set for a project to be successful, and critical success criteria must be identified. Monitoring and evaluation are critical for following project operations and deciding whether they are on track to meet the project's objectives and the main components of a project's performance and execution. The goal of this study was to find out how community-based organizations (CBOs) in the Kibera slum implement projects based on monitoring and evaluation procedures, as well as to help organizations realize the importance of having effective monitoring and evaluation procedures. This research was based on four variables: data management and dissemination, project design and planning, capacity building and data distribution. The work was guided by three theories: Results-oriented constructivist management theory with a focus on results on performance. This research employed a descriptive research approach to gather a combination of qualitative and quantitative data, facilitating a thorough and detailed exploration of the phenomenon being studied. The investigation centered on the Ushirika Foundation, a Community-Based Organization (CBO) situated in the Kibera slums. The study's scope was limited to a population of 50 xii individuals. Utilizing Krejcie and Morgan's formula, a sample size of 45 respondents was determined, encompassing the CBO director, project coordinators, M&E officers, and CBO staff. The primary data for the study was collected through the use of questionnaires and an interview guide. A modest sample was purposely chosen for the pilot study to provide insight into what to expect from the actual sample size. The pilot sample was taken from a group that shared characteristics with the actual target population. According to Wilson and Sapsford (2006), the planned design of the pilot sample allowed for the complete range of possible responses from the organization's staff. A pilot study included a small sample of 15 project employees—roughly 33% of the sample size of One Girl Can, a CBO that conducts analogous operations in the Kibera slum. Future study options for this project include doing comparable studies across many firms working on relevant projects and assessing the efficacy of M&E methods implemented by those who do not.