Monitoring and Evaluation Practices and the Performance of Non-governmental Organizations Adolescents Sexual Reproductive Health Projects in Mombasa County, Kenya

Abstract

Globally, organizations aim to be effective, efficient, meet their objectives, and excel in performance. The drive for success and outstanding performance has underscored the necessity of regular project tracking to ensure optimal performance. M&E practices are widely recognized for their critical role in ensuring the effectiveness and sustainability of development initiatives across various sectors, including agriculture, education, health, and infrastructure. These practices equip project managers with essential data to monitor and evaluate progress, identify areas for improvement, and make informed decisions. Despite substantial resource contributions from international donors through local NGOs to implement ASRH programs, many have struggled to demonstrate tangible results or accountability and the provision of ASRH-related services remains inadequate and poorly coordinated. In this context, the study aims to validate the impact of M&E practices on the success of ASRH projects. It specifically seeks to: evaluate how training M&E staff affects the performance of NGO ASRH projects; assess the impact of implementing M&E plans on these projects; determine how the use of M&E learning information influences project performance; and examine the role of stakeholder participation in M&E on project outcomes. The study focused on 26 ASRH projects in Mombasa County, with a target population of 250 staff members involved in these projects. A sample size of 151 staff members was chosen. Data was collected from both primary and secondary sources using semi-structured questionnaires and interview guides. SPSS software was used to analyze the data through descriptive and inferential statistics, examining the relationships between independent and dependent variables. The findings highlighted the critical role of well-trained M&E staff with the necessary skills and knowledge in enhancing the design and implementation of ASRH projects. The study clearly indicated that training M&E staff significantly influences the performance of ASRH projects. Additionally, implementation of M&E plans has a substantial positive impact on project performance. M&E plans were deemed critical as they provided a guide for communicating the project success by making the objectives and associated indicators clear to the ASRH implementors. Also, learning and adapting was found to be positive although not significant in influencing the performance of ASRH. For ASRH projects to remain effective, responsive, and innovative in changing environments, they should learn and adapt. By fostering a culture of continuous improvement, ASRH projects can better meet the needs of Adolescents, achieve their objectives, and deliver lasting impact. Lastly, the study concluded that stakeholder participation in M&E has a significance influence on ASRH project performance. Stakeholders provide valuable insights that help tailor interventions to meet the actual needs and priorities of the ASRH target population and provide continuous feedback that can be used to adapt and improve project strategies and activities. To ensure stakeholders fully participate in M&E processes, the study recommends providing them with the necessary information and resources, and training them on conducting M&E activities. ASRH projects should also implement stakeholder engagement plans and conduct stakeholder analysis. Regular M&E training should be organized for staff, who should be supported in their M&E roles through provision of guidelines, manuals, continuous mentorship, and coaching via webinars and brownbag sessions, and by adopting technology for M&E tools. M&E activities should be guided by a comprehensive M&E plan to ensure a systematic approach to tracking and reporting project activities, outputs, and outcomes. Project managers should make informed decisions based on collected data and evidence. Additionally, ASRH projects should foster a culture of learning and adaptive management by developing actionable learning agendas and workplans. Project design and implementation plans should remain flexible to allow for adjustments based on M&E findings and lessons learned.