Monitoring and evaluation practices on perfomance of non governmental organizations projects in agriculture sector: a case study of Heifer International; Kenya.

Abstract

This study aimed to investigate the impact of monitoring and evaluation (M&E) practices on the performance of non-governmental organization (NGO) projects, focusing on Heifer International in Kenya. The research found that despite having an organizational learning culture framework, the evaluation practices were ineffective, resulting in poor program performance and limited changes. The study tested three hypotheses related to the relationship between leadership support, staff capacity building, structural support systems, and NGO project performance at Heifer International Kenya. A pilot study was conducted prior to data collection, testing research instruments such as indepth interview (IDI) guides and questionnaires with a pilot sample size of 39 farmers for the questionnaire and 8 participants for the IDIs, representing 10% of the targeted sample size. The study employed a mixed-method approach to enhance monitoring and evaluation practices and improve overall project performance in the context of Heifer International Kenya's agricultural initiatives. The study was guided by Capacity Building Development Theory and Stakeholder Theory. The research design utilized a descriptive survey research design and correlation research design. The target population consisted of 1,600 people, and a sample size of 310 was selected. Narrative data from interviews were analyzed using NVivo software 12 Plus, while numerical data from questionnaires were analyzed using Statistical Packages for Social Sciences (SPSS) version 25. Descriptive statistics, such as mean, frequency, standard deviation, and percentages, were generated from the questionnaire data. Pearson's correlation analysis was employed to establish the relationship between independent and dependent variables, and hypothesis testing was conducted using the F statistical test at a 95% confidence interval. The results indicated that strategic leadership, staff capacity building, and structural support systems all significantly influenced the performance of NGO projects. The strength of the relationship between organization strategy and project performance ranked in the following order: strategic leadership, staff capacity building, and structural support systems. The model predicted a 94% variation in NGO project performance at Heifer International Kenya, demonstrating that organization strategy, including strategic leadership, staff capacity building, and structural support systems, had a significant influence on performance. In conclusion, the study highlights the importance of strategic leadership, staff capacity building, and structural support systems in improving the performance of NGO projects at Heifer International Kenya. To enhance project performance, Heifer International should prioritize capacity building for farmers, demonstrate strategic leadership, and establish robust structural support systems. Future research should explore participatory monitoring and evaluation approaches, align monitoring and evaluation systems with best practices, and examine the interactions between these variables in more detail.