Introduction
This chapter provides an overview of the study, including its historical context, the problem statement, research objectives, and the significance of the research It also outlines the scope and limitations of the study, along with definitions of key operational terms.
Background of the Study
Monitoring and evaluation (M&E) are crucial for effective results-based management, as they involve systematically collecting empirical evidence to assess the achievement of intended outcomes This process allows for necessary adjustments in the design and delivery of activities, ultimately enhancing performance and accountability in reaching desired results.
The shift towards prioritizing results over activities and outputs has significantly transformed monitoring and evaluation (M&E) systems As management's focus transitions from activities to results, M&E systems evolve from traditional methods that assess inputs and implementation processes to results-based approaches that evaluate the contributions of interventions to development outcomes.
Establishing and maintaining an effective monitoring and evaluation system is a challenging endeavor that demands ongoing dedication, leadership, time, effort, and resources It often requires multiple attempts to customize the system to align with specific governmental or organizational policies, programs, or projects; however, it is achievable.
Monitoring, as defined by UNDP (2009), emphasizes the implementation process by assessing how effectively a program is being executed In contrast, evaluation delves deeper into this process, measuring the extent to which program activities achieve their objectives and determining the impact on participants and the community While monitoring produces regular reports to track project outputs and financial expenditures, evaluation provides insights into the quality and effectiveness of the program, identifying areas for improvement and ensuring alignment with budgetary goals.
According to Wholey (2010), evaluation in government enhances transparency, accountability, and performance Performance management systems set outcome-oriented goals and targets, track progress, drive improvements, and share results with policymakers and the public (Wholey, Hatry, & Newcomer, 2010) This highlights the critical role of monitoring and evaluation (M&E) in enhancing the performance of public organization projects in Tanzania.
The Government of Tanzania is finalizing Phase II of its second generation Poverty Reduction Strategy Paper (PRSP), known as the National Strategy for Growth and Reduction of Poverty (NSGRP II), which prioritizes poverty reduction in the country's development agenda This strategy will continue to focus on three key areas: (i) growth and reduction of income poverty, (ii) improvement of quality of life and social well-being, and (iii) good governance and accountability Additionally, NSGRP II will emphasize the integration of cross-cutting issues into sector strategies and Local Government Authorities (LGAs) development plans The government has made significant strides in the water sector, aligning its policies and strategies with the first PRSP and the current NSGRP (2005), while recognizing the importance of the water sector in achieving its poverty reduction goals.
The National Water Policy (NAWAPO), established in 2002, aligns with the Government's Development Vision 2025 and the Poverty Reduction Strategy Paper (PRSP) Local government projects, essential for their existence, focus on public interests such as constructing feeder roads, markets, healthcare centers, drainage systems, transportation, and motor parks These responsibilities are well recognized and emphasized in the country's constitution.
The grassroots community prioritizes seeing tangible outcomes from their taxes and contributions, as well as the effective allocation of funds from the federation account to local governments Unfortunately, the potential benefits of a well-functioning local government have not been realized (Igbokwe & Chinyeaka, 2013) Mkuranga District, despite its rich water resources, faces significant challenges with water contamination and sanitation-related diseases Alarmingly, only nine percent of households have access to potable water, making Mkuranga one of the most underserved districts in Tanzania regarding access to piped or protected water sources (United Republic of Tanzania 2005).
The sandy collapsible soil in Mkuranga poses significant challenges for latrine construction, resulting in less than 40% of households having access to proper sanitation facilities as of 2002 The District Integrated Coastal Management (ICM) Action Plan highlights the alarming issue of beach usage as a toilet and garbage disposal site, exacerbated by weak enforcement of public health regulations This situation contributes to a high infant mortality rate of 10.5% and an under-five mortality rate of 17.3% Additionally, malaria and acute diarrhea are prevalent, accounting for nearly 60% of childhood morbidity and a significant number of deaths among children under five.
Program monitoring and evaluation, which began to take shape in the 1960s, evolved into a distinct professional practice by the early 1970s By the 1980s, program evaluation became an essential component of various social programs, integrated from the initial planning stages to effectively assess program outcomes.
According to Magigi (2014), formal monitoring and evaluation (M&E) of projects and programs began in the early 1970s and 1980s, primarily involving organizations such as the World Bank, USAID, and ODA The methodologies and approaches in M&E evolved through practical experience He emphasizes that M&E has become a fundamental management responsibility for organizational development in both developed and developing countries, as stakeholders increasingly seek to observe results and outcomes that positively impact societal development.
Ngasongwa (1988) highlighted that the surge in social and economic development programs in developing countries after World War II aimed to combat issues such as hunger, poverty, malnutrition, ignorance, and preventable diseases While some challenges were effectively addressed through these initiatives, others remained unresolved due to a lack of adequate knowledge in designing, implementing, and evaluating these projects Notably, Africa faced the most significant implementation challenges among developing regions.
A robust monitoring and evaluation (M&E) system is crucial for understanding a country's socioeconomic and political landscape Effective analysis of M&E efforts enhances comprehension of current initiatives, public sector dynamics, and institutional frameworks, while identifying opportunities for improvement This information is vital for government functions, including budget decisions and program management, and aids stakeholders in recognizing the strengths and weaknesses of M&E systems However, the absence of a comprehensive municipal or district M&E system, particularly in terms of human capacity, hampers effective implementation This study investigates the challenges faced in project M&E practices within local government water projects in Mkuranga District, Coast Region, Tanzania.
Statement of the Research Problem
Effective project success is crucial for organizational growth and development Project managers recognize the significance of Monitoring and Evaluation (M&E) in achieving project objectives M&E enhances the efficiency of project planning, management, and implementation by providing corrective actions for deviations from expected standards As noted by Kahilu (2010), project managers must conduct thorough M&E and establish frameworks for measuring impact, ultimately leading to increased value creation through successful projects.
Monitoring and Evaluation (M&E) of projects in Tanzania is hindered by inadequate leadership and a lack of institutional frameworks, resulting in limited public access to information for stakeholders Many municipalities and districts lack skilled M&E professionals who can effectively develop and implement appropriate systems, leading to subpar outcomes (Chesos, 2010) Research by Koffi-Tessio (2002) indicates that existing M&E systems fail to serve as effective decision-making tools, often perceived as bureaucratic controls rather than essential management functions Furthermore, M&E is frequently regarded as a donor obligation rather than a management necessity (Shapiro, 2011) To address these issues, Jaszczolt et al (2010) recommend that NGO staff receive education and training in M&E practices.
Tanzania faces significant challenges in the performance and sustainability of water projects, as highlighted in the URT (2008) Water Sector Performance Report (2007/2008) Key issues include poor supervision, inadequate monitoring and evaluation, and delays in reporting progress on water projects These challenges are exacerbated by a lack of qualified and skilled staff in project management across various sectors, including ministries, local government authorities, small utilities, the private sector, and civil society organizations Additionally, insufficient equipment, office space, and transportation facilities further hinder effective project implementation.
Monitoring and evaluation (M&E) are crucial for enhancing performance, yet they are complex, multidisciplinary, and require specialized skills The demand for a results-based M&E system is driven by the need to improve performance and satisfy the requirements of NGOs and donors, who seek to ensure effective use of funds and assess the impact of projects In Mkuranga District, water projects face significant challenges in implementing M&E practices, which are essential for ensuring project sustainability Therefore, establishing minimum parameters for M&E is necessary to effectively track progress and evaluate project effectiveness This research aims to investigate the challenges of practicing M&E in local government water projects in Mkuranga, Tanzania.
Objectives of the Study
General Objective
The main objective of the study is to study challenges in practicing Monitoring and Evaluation of Local Government water projects in Mkuranga, Tanzania.
Specific Objectives
(i) To identify the challenges faced by water projects in Monitoring and Evaluation practice at Mkuranga District
(ii) To examine the nexus between M&E and performance for water supply project at Mkuranga District
(iii) To identify the best approaches in improving M&E practices applied in water project at Mkuranga District.
Research Questions
(i) What challenges faced by water projects in Monitoring and Evaluation practice at Mkuranga District?
(ii) Which nexus between M&E and performance for water supply project at
(iii) What best approaches in improving M&E practices applied in water project at Mkuranga District?
Significance of the Study
This study aims to provide a comprehensive guideline for stakeholders in the Monitoring and Evaluation (M&E) profession in Tanzania, promoting best practices for successful water projects and other initiatives The findings will also highlight areas for future research, serving as a foundation for subsequent studies on related topics Additionally, the successful completion of this research will contribute to the fulfillment of the requirements for a Master’s degree in M&E from the Open University of Tanzania.
The study highlights the importance of the Monitoring and Evaluation (M&E) process in project implementation, particularly in water projects It emphasizes the need for increased awareness of M&E practices and provides insights for designing interventions aimed at enhancing M&E effectiveness in ongoing projects.
Scope of the Study
This research will focus on the rural areas of Mkuranga District in the Coast Region, where there is a significant trend of unsustainable water projects The issues stem from inconsistent application of monitoring and evaluation (M&E) practices, including regular field visits, project reporting, M&E planning, and the use of a participatory approach.
Organization of the Study
The research consists of five chapters, with Chapter One addressing the background of the monitoring and evaluation (M&E) issues in water projects It includes the statement of the research problem, outlines both general and specific research objectives, and presents the research questions Additionally, this chapter provides the justification for the research, highlighting its contribution to the body of knowledge.
Chapter Two, covers several aspects like, Conceptual definitions i.e Monitoring, Evaluation, Sustainability and others Next to that is Theoretical literature review, then
This article presents a comprehensive empirical literature review encompassing various studies related to the water sector, with a specific focus on monitoring and evaluation (M&E) aspects It critically examines existing policies within the water sector, identifying significant research gaps that contribute to the body of knowledge Additionally, the article outlines the conceptual and theoretical frameworks that underpin the study, providing a structured approach to understanding the complexities of water management and its evaluation.
Chapter Three outlines the research philosophy and strategies, focusing on the survey population in Mkuranga District, Coast Region It details the sampling design and procedures, variables and measurement methods, as well as data collection techniques, culminating in data processing and analysis using SPSS software Chapter Four presents the analysis and interpretation of the findings, while Chapter Five summarizes the study, offers conclusions, and provides recommendations.
Introduction
This chapter provides an overview of monitoring and evaluation (M&E) in relation to the challenges faced by water projects in Mkuranga District Key topics include definitions of monitoring, evaluation, and sustainability, as well as the role of M&E in water projects The chapter also discusses the development and purpose of M&E, various types of M&E, guiding theories, and both conceptual and theoretical frameworks, supported by an empirical review.
Conceptual Definitions
Monitoring
Monitoring is a crucial management tool that identifies discrepancies between planned activities and actual outcomes, enabling corrective actions to be taken It ensures that project activities are executed as intended while collecting information on ongoing interventions to assess whether objectives are being met According to Bartle (2007), monitoring involves the observation and recording of project activities, routinely gathering information on all aspects of the project This process also includes providing feedback on progress to donors, implementers, and beneficiaries, with the information being utilized for decision-making to enhance project performance (Bartle 2010) Additionally, UNDP (2002) describes monitoring as a continuous function that offers management and key stakeholders early indications of progress or setbacks in achieving results.
Evaluation
Evaluation involves the systematic collection and analysis of data essential for informed decision-making It enhances project performance and ensures accountability for resources and efforts Additionally, it fosters the development of human resources and strengthens management capabilities in planning By assessing the effectiveness and reliability of programs, evaluation not only influences future initiatives but also aids in the decision-making process.
Sustainability
Sustainability, as defined by Khan (2000), refers to a project's capacity to sustain its operations, services, and benefits throughout its intended lifespan, while also considering the evolving social, economic, and political contexts A project deemed sustainable today may not retain that status in the future The World Bank (1992) further elaborates that sustainability involves maintaining an acceptable level of benefit flows during a project's economic life Core indicators of sustainability differ across sectors; for economic projects, the focus is on financial returns, while for social projects, it centers on the continuity of goods and services delivered and the proportion of the target population benefiting from these activities.
Sustainability Dimensions for Water Projects
The sustainability of a project is assessed through various lenses, including technical, social, economic, financial, and institutional criteria, as highlighted by Bhattarai et al (2008) In the context of water project sustainability, Harvey and Reeds (2004) identify eight critical factors, such as policy context, institutional arrangements, and community aspects, which serve as foundational elements for effective planning and management Carter et al (1999) introduce the "Sustainability Chain," emphasizing motivation, cost recovery, and ongoing support as essential for maintaining water and sanitation supplies in developing countries Furthermore, NAWAPO (2002) outlines seven interrelated components crucial for the sustainability of water projects, including community management, availability of spare parts, full cost recovery, and the recognition of women's roles, underscoring the need for comprehensive implementation of these factors.
Monitoring and Evaluation in Water Projects
Monitoring, evaluation, and reporting serve as the essential framework for integrating sustainability and post-project management, ensuring that all components work cohesively This ongoing process is crucial for assessing whether specific strategies meet established goals Furthermore, it plays a vital role in standardizing water supply and hand pump systems, enhancing their effectiveness, efficiency, reliability, and equity within communities (Harvey et al., 2004).
Development of Monitoring and Evaluation
Monitoring and Evaluation (M&E) has become a crucial management function for development organizations in both developed and developing countries Stakeholders are increasingly focused on achieving positive outcomes that contribute to societal development Over time, M&E practices for various development projects have evolved to better meet these expectations.
In recent years, many development partners, including governments, have shifted from traditional monitoring and evaluation (M&E) methods to performance-based M&E While traditional M&E focused primarily on assessing inputs, activities, and outputs, the new approach emphasizes outcomes and overall performance.
Performance-based Monitoring and Evaluation (M&E) integrates traditional monitoring with results assessment, enabling policymakers and planners to determine if commitments were met and goals achieved Kusek and Rist (2004) highlight the significance of performance measurement, noting that even ancient Egyptians tracked their grain and livestock production over 5,000 years ago Thus, M&E is not a novel concept; many new governments have utilized some form of traditional M&E in recent decades.
Relationship between M&E and Sustainability
Monitoring, evaluation, and reporting are essential components that integrate and support sustainability and post-project management, as highlighted by Harvey et al (2004) This ongoing process is crucial for assessing whether a project meets its established goals, ensuring standardization, effectiveness, efficiency, replicability, and equity within communities Specifically, in the context of water supply projects, Harvey (2004) emphasizes that the benefits of sustainable community hand pump-operated water supply can be realized through consistent monitoring, evaluation, and reporting of sustainable factors and the post-project management strategies of project commissioning and management.
Importance of Monitoring and Evaluation in Project Performance
Monitoring and evaluation (M&E) is essential for effective program management, offering valuable data on project progress and activity effectiveness By enhancing decision-making and accountability to stakeholders, M&E supports improved project management Additionally, it serves as a crucial tool for planning future resource requirements and activities.
M&E plays a crucial role in generating data that supports effective policy-making and advocacy It offers key indicators to assess project progress and identify any obstacles that may require corrective actions.
Monitoring and Evaluation (M&E) is essential at all project levels, as highlighted by Bartle (2007) The International Finance Corporation (2006) views M&E as integral to program design, facilitating systematic reporting and accountability It plays a crucial role in measuring efficiency and effectiveness, ensuring optimal resource allocation, promoting continuous learning and improvement, and providing valuable information for enhanced decision-making.
Evaluation is essential for tracking program activities and documenting delivery methods It assesses operational routines, enabling corrective measures during the program's execution Additionally, evaluation aids in future resource planning and ensures that activities remain aligned with the established plan It enhances project efficiency through organized program management and fosters accountability and informed decision-making for both current and future projects.
Theoretical Literature Review
Theories
A theory, as defined by Davidson (2008), consists of well-argued ideas aimed at explaining phenomena by identifying the variables and their interrelations In contrast, a theoretical framework comprises interconnected concepts that may not be as thoroughly developed as a theory According to Frederic (2010), this framework directs research by outlining the measurements to be taken and the statistical relationships to be examined.
The researcher employed Evaluation Theory as the guiding framework for this study, highlighting its crucial role in evaluation practice This theory, along with previous research, provides valuable insights for initial needs assessments and program design Evaluation Theory offers effective strategies to address challenges in the evaluation process, helping program designers and evaluators avoid common pitfalls and conserve time and resources (Donaldson, 2001) Additionally, it evaluates project effectiveness in meeting goals and assesses the relevance and sustainability of ongoing projects.
Evaluation theory, as noted by McCoy (2005), assesses the impact of a project against its initial objectives Shapiro (2004) identifies two main types of evaluations: formative and summative Formative evaluations focus on resource efficiency and the project's strengths, weaknesses, and challenges, determining if the project plan can meet its objectives or requires redesign, as highlighted by Passia (2004) These evaluations, often referred to as interim or midterm evaluations, occur during the project In contrast, summative evaluations take place at the project's conclusion, assessing its overall progress, successes, failures, and lessons learned A significant limitation of evaluation theory is the necessity for a supportive institutional framework, which is often lacking in South Sudan, where political influences hinder effective project evaluations.
Over the past decade, the use of program theory evaluation has increased significantly, focusing on whether programs are effectively designed to achieve their intended outcomes This theory serves as a guiding framework in project evaluations, highlighting the program's ability to address specific issues that require assessment Additionally, it provides direction on key areas to emphasize during the evaluation process (Donaldson, 2012).
The researcher employed program theory to gain insights into M&E tools, employee training, management's impact on M&E systems, and stakeholder involvement in development projects This theory is valuable for identifying solutions and alternative actions necessary to achieve desired outcomes in project evaluations.
Program theory plays a crucial role in improving decision-making and broadening the understanding of solutions to project challenges (McClintock, 1990) According to Rossi (2004), it encompasses the organizational strategy for acquiring, arranging, and utilizing resources, as well as structuring program activities to ensure the effective development and sustainability of the intended service system.
Participation theory, as defined by Jennings (2000), emphasizes the complete involvement of local populations and stakeholders in the development and implementation of programs or policies aimed at improving their lives This approach is grounded in the belief that citizens are capable of shaping their own futures Participatory development leverages local decision-making and capacities to inform the nature of interventions, ensuring that priorities are not imposed externally By recognizing and utilizing local strengths, participatory methods enhance the likelihood that programs will effectively meet community needs and yield sustainable outcomes.
The theory of change serves as a foundational framework for the study, with various scholars offering diverse interpretations INSP (2005) defines it as the expression of core beliefs and assumptions that inform a service delivery strategy, which are deemed essential for fostering change and improvement Essentially, theories of change encapsulate the understanding of the needs of the target population and the strategies necessary to address those needs effectively.
The Theory of Change plays a crucial role in the Monitoring and Evaluation stage of project implementation, as it establishes a clear connection between a system's mission, strategies, and actual outcomes By linking the target population with the implemented strategies and activities, it provides essential feedback on whether a project or program is on track to achieve the desired community change and if it is progressing as intended according to the project design.
Monitoring and Evaluation in Project Management
Monitoring and control of project work, as defined by PMBOK (2001), involves tracking, reviewing, and regulating progress to achieve the performance objectives outlined in the project management plan This process encompasses status reporting, progress measurement, and forecasting Performance reports deliver critical insights into the project's performance concerning scope, schedule, cost, resources, quality, and risk, serving as valuable inputs for other project management processes.
Monitoring and evaluation (M&E) of projects is crucial for stakeholders, particularly project sponsors, as it facilitates the replication of successful initiatives in different contexts This is evident in numerous projects within the financial sector, which often focus on specific key areas (Marangu, 2012).
The literature review identifies three key aspects of monitoring and evaluation (M&E) in project management: the strength of the monitoring team, approaches to M&E, and stages in the project lifecycle Naidoo (2011) emphasizes that M&E functions are more effective when situated within powerful decision-making sections, as this enhances their credibility and perceived value To strengthen the monitoring team, it is essential to enhance its power and effectiveness, which can be achieved through factors such as frequent scope monitoring to identify changes, the number of individuals involved in monitoring the project schedule, and the extent of monitoring to detect cost overruns (Ling et al., 2009).
The Need for Monitoring & Evaluation in Project Management
Updating development plans requires documenting the rationale for changes, as Monitoring and Evaluation (M&E) provides essential evidence for informed management decisions (UNDP, 2009: 82) M&E has become a crucial component of project management in development interventions; however, some development partners often neglect its importance during planning (World Bank, 2004) An effective M&E plan, which is a vital part of the overall project plan, should outline responsible parties, key issues to monitor and evaluate, employed methods, necessary resources, and a strategy for disseminating findings (MA, 2013).
Policy Review
In 1991, a new water policy (NAWAPO) aimed to ensure access to clean and safe water within 400 meters of households by 2002 However, the policy failed due to the central government being the sole investor and manager of both rural and urban water projects, prompting the introduction of a revised water policy in 2002 According to Jiménez & Pérez-Foguet (2010), the 2002 Water Policy shifted the central government's role to that of a coordinator and facilitator, while district levels assumed primary responsibility for implementation This demand-response approach emphasizes community involvement, requiring residents to demand, own, and maintain their water services, cover full operation and maintenance costs, and contribute to capital costs through cash or in-kind support.
Criteria for Project Evaluation
Project evaluation can be classified based on two main criteria: time and responsibility Timing classifications include interim evaluation, which occurs at a specific point during the project; terminal evaluation, conducted at the project's conclusion; and ex-post evaluation, which takes place after the project has been completed Regarding responsibility, self-evaluation is performed by individuals directly involved in the project, typically by the executing agency, while external evaluation is carried out by independent consultants.
List of Projects a Local Government Can Execute
The primary objective of establishing local government is to deliver governance and promote development at the grassroots level Consequently, local governments are responsible for implementing development projects within their jurisdictions.
(i) Rural feeder roads, waterways, canals, bridges, culverts, etc
(ii) Transportation services like mass transit programs, motorcycle mass transit/hire purchase services, ferry services, jetties, etc
(iv) Cottage industries – like palm oil, fruit processing, palm kernel cracking/oil processing, soap/cosmetic making projects, feed mill/bakery projects, etc (v) Construction of markets and motor parks
(vi) School services like day-care centers; nursery; primary and post primary schools; adult education centers; commercial schools; technical and vocational schools; skills acquisition centers; libraries
(vii) Poultry farms/fish pond projects
(viii) Council pharmacy shops/medicine, stores, restaurants and supermarkets; (ix) Rental services/entertainment services
(x) Local government community banking services
(xi) Recreation centers; stadium; open spaces; viewing centers, etc
(xii) Health and human services like hospitals, health centers, dispensaries, maternity homes, clinics, etc
(xiii) Rural water and sanitation services
(xv) Council mechanic workshops/spare parts stores
Agricultural equipment and tools play a crucial role in enhancing productivity, while irrigation projects and dams are essential for effective water management Soil conservation services, along with experimental and demonstration farms, contribute to sustainable farming practices Additionally, storage, preservation, and processing facilities are vital for maintaining crop quality, and marketing and distribution services ensure that produce reaches consumers efficiently Agro-service centers provide necessary support, and watering and drainage services, along with improved seed services, further optimize agricultural output.
Project Monitoring in Local Government
Effective project monitoring by relevant authorities is crucial for gaining insights into project completion status, as highlighted by Lawal and Onohaebi (2010) Without proper oversight, even the best-planned projects can fail Timely identification of delays and the generation of periodic reports are essential components of successful monitoring It is imperative to appoint qualified professionals to oversee project progress Consequently, project management in the public sector relies heavily on monitoring and control techniques employed by project managers and supervisors, along with physical observation and assessment of the work carried out.
Monitoring can be conducted by various entities, including project consultants who issue performance and completion certificates essential for payment processing Additionally, local government officials, the local government service commission, the state ministry of finance, and the state assembly play significant roles in oversight Furthermore, value-for-money assessments are carried out by the office of the auditor general, ensuring accountability and efficiency in project execution.
2.3.7.1 Challenges for Project Monitoring and Evaluation in Local Government
Local governments in Tanzania are required to implement projects that enhance the welfare of their communities; however, they face significant challenges in monitoring and evaluating these projects Project failure is prevalent within the local government system, primarily due to inadequate monitoring and evaluation practices A key issue is the insufficient definition of the problems being addressed, the interventions implemented, and the anticipated outcomes, which hinders the ability to measure success effectively.
The lack of clear definitions in agency objectives and legislative statements often results in vague and contradictory project goals, particularly in social legislation where aims are diffuse and rhetorical For instance, initiatives like improving urban mass transit, teaching citizenship education, fostering inter-ethnic cooperation, enhancing the lives of rural women, and reducing community crime rates reflect an urgent governmental desire to address pressing issues, albeit without a precise understanding of the diverse interests involved This complexity often leads to compromises in the legislation that is ultimately enacted.
Akpobakah and Obioma (2002) identified key factors contributing to project failure in the public sector, including budget indiscipline, which involves executing projects not included in the budget while neglecting those that are Recently, this issue has been addressed by the National Assembly and various State Assemblies, alongside the Anti-Corruption Act, which imposes penalties, including imprisonment, for awarding contracts without proper funding Additionally, the simultaneous implementation of too many projects due to inadequate prioritization has emerged as a significant cause of project failure.
The local government faces significant challenges due to an unstable political environment, characterized by frequent state governor interference and a global economic downturn Projects often get abandoned due to revenue shortfalls or shifts in leadership priorities, where new officials opt for new initiatives over completing existing ones Additionally, factors such as poor timing of budget releases, delayed payments for performance certificates, community and labor disputes, contractor defaults, and inadequate assessments of project conditions—including soil, topography, and seasonal influences—contribute to project failures The lack of involvement from beneficiaries and stakeholders in project formulation further exacerbates these issues.
Community involvement in project initiation and monitoring is crucial to avoid poor execution and security risks Engaging the community fosters a sense of belonging and ensures that project standards are upheld However, many local governments have yet to adopt modern management techniques, often relying on manual processes Implementing strategies like Management by Objectives (MBO) and zero budgeting is essential for effective project control MBO enhances organizational performance by aligning personal goals with organizational objectives, yet this vital approach remains underutilized in local government project management.
Inadequate financing remains a significant challenge for project management in local governments, often driven by political motives rather than genuine viability Many local governments primarily serve to reward political loyalists, leading to the abandonment of numerous projects due to insufficient funds The reliability of funding is compromised by fluctuations in global oil prices, mismanagement, and corruption, alongside a failure to effectively tap into internal revenue sources Additionally, the potential for internally generated revenue is severely limited by ongoing corruption and mismanagement at the local government level.
The local government in Nigeria struggles with a significant shortage of qualified personnel, making it the least attractive tier of government This inadequacy in human capital, especially when compared to state and federal levels, hampers the initiation, execution, monitoring, and evaluation of projects and programs Additionally, the ongoing brain drain exacerbates the lack of skilled professionals in local government, further impeding its effectiveness.
Local governments often struggle with political and governmental instability, resulting in inconsistent policies and stagnation The frequent turnover of officials and commissioners can jeopardize ongoing projects, as each new appointee typically brings a different policy focus that may hinder progress.
2.3.7.2 Disparities &Complementary Features of Monitoring &Evaluation
Monitoring and evaluation (M&E) are often mistakenly viewed as the same process, but they serve distinct purposes in the development sector Monitoring is a continuous feedback system that focuses on efficiency, tracking inputs, processes, outputs, and work plans to facilitate early adjustments, primarily for project implementers In contrast, evaluation is conducted periodically to assess impact, with results typically utilized by donors and stakeholders for future program and project design.
Table 2.1: Major Disparities of Monitoring and Evaluation
Timing Continuous throughout the project
Periodic review at significant point in project progress – end of project, mid point of project, change of phase Scope Day to day activities, outputs, indicators of progress and change
Assess overall delivery of outputs and progress towards objectives and goal
Mainparticipants Project staff, project users External evaluators / facilitators, project users, project staff, donors Process Regular meetings, interviews, monthly,quarterly reviews, etc
Extraordinary meetings, additional data collection exercises etc
Written outputs Regular reports and updates to project users, management and donors
Written report with recommendations forchanges to project – presented in workshops to different stakeholders
Table 2.2: Difference levels for Monitoring and Evaluation (Fowler 1997, 164) Point of measurement What is Measured Indicators
Outputs Effort Implementation of activities
Outcomes Effectiveness Use of outputs and sustained production of benefits
Impact Change Difference from the original problem situation
Monitoring and evaluation, while distinct activities, play complementary roles in development programs and projects Their relationship is underscored by several common features that highlight their interdependence.
(i) Both monitoring and evaluation employ similar data collection and analysis system
Indicators for monitoring should be integrated into the information necessary for evaluation After addressing the disparities and complementary aspects of monitoring and evaluation, it is essential to emphasize the importance of incorporating both into the planning process.
Empirical Review
Empirical Studies in the World
A study by UNDA (2012) on "Water Quality in Central Asia" highlights the need for effective monitoring and evaluation of water quality projects It notes a lack of strong governmental interest in allocating adequate budgets for these activities, which are essential for the sustainability of water initiatives The study emphasizes the importance of establishing a clear and unified framework for evaluating and making decisions regarding water quality management and regulation to foster integrated efforts towards project advancement.
Empirical Studies on Sub-Saharan Africa
Tadesse et al (2013) on the other hand, made studies on „„Rural Water Supply
The study on "Management and Sustainability" in the Adama area of Central Ethiopia assessed key issues such as community participation, water committee empowerment, and the governance of water supply schemes Data was collected from four water schemes and 148 representative households, revealing that while community participation and the implementation of water supply schemes were strong, the mechanisms for collection, control, and the management of monitoring and evaluation were inadequate The study recommends providing training and refresher courses to enhance the capacity of water committees in effectively managing these water schemes.
Montgomery (2009) highlights significant challenges in achieving sustainable water projects in rural Sub-Saharan Africa, including the lack of systematic documentation of failed initiatives and the absence of accountability for providers of ineffective water and sanitation systems He notes that inadequate funding contributes to ineffective monitoring and evaluation (M&E) systems In South Africa, for instance, up to 70% of boreholes in the Eastern Cape are reported as non-functional Additionally, a survey cited by Montgomery reveals that in Tanzania, only 45% of 7,000 surveyed wells and boreholes were operational, with merely 10% of systems older than 25 years still functioning Both Tadesse and Montgomery's studies underscore the critical issue of poor sustainability in water projects, primarily attributed to ineffective M&E practices.
Furthermore, Ihuah et al (2014) in their study on „„Rural Water Supply projects and
The study on sustainable development in Nigeria and Ghana focused on the sustainability challenges of rural water provision in Nigeria's Niger Delta region Utilizing qualitative research, it compared the Management of Public Projects (MPP) in Nigeria with the Village Resource Community Water Supply Project (VRCWSP) in Ghana Findings indicated ineffective monitoring and evaluation procedures, leading to poor assessment of water projects and a lack of sustainability in hand pump water supply systems The study recommended adopting community-based and community-driven project management approaches to enhance the long-term sustainability of rural water supply initiatives Additionally, it emphasized the importance of post-project management, along with robust monitoring, evaluation, and reporting practices as critical factors for success.
Empirical Studies in Tanzania
In Tanzania context, according to Jiménez & Pérez- Foguet (2010), on the study on
„„Challenges for Water governance on rural water supply; Lesson learnt from
This article focuses on identifying and analyzing key issues affecting the governance of rural water services in Sub-Saharan Africa, using Tanzania as a case study The research, conducted between 2005 and 2009, combines a literature review with extensive fieldwork and case studies It employs both quantitative data from water point mapping studies and qualitative data gathered through interviews in four rural districts: Kigoma Rural, Same, Iramba, and Nzega.
The study identified critical weaknesses hindering poverty eradication efforts at various levels, including the unsustainability of water infrastructure, challenges in targeting the poor, and insufficient internal information systems Policy recommendations emphasize the need for new approaches to rural water supply, advocating for government-monitored services, needs-based project allocations at the community level, and enhanced guidance for local government decision-making Jiménez & Pérez-Foguet (2010) highlighted that sustainability of rural water supply programs is particularly challenging in Sub-Saharan Africa, with a recent study in Tanzania revealing that 46% of public improved water points in rural areas are non-functional This decline is attributed to the limited role of decentralized government in monitoring and evaluation (M&E) and technical support Over the past 30 years, Tanzania has seen a significant drop in the functionality of various water points, with hand pumps decreasing from 61% to 8%, motorized systems from 79% to 17%, and gravity-fed systems from 67% to 19%, largely due to ineffective M&E systems Additionally, Ole, T (1988) examined the lessons learned from donor-funded planning and implementation of rural water supplies in Tanzania.
The Research Gap
Recent studies highlight the critical role of Monitoring and Evaluation (M&E) as an essential tool in development projects, particularly in water initiatives, aimed at achieving desired outputs, outcomes, and impacts to address community challenges Notable research includes Loitare (2011), which examines the impact of M&E on enhancing the performance of development projects in Tanzania, alongside contributions from Ramothamo.
(2013) on „„M&E of HIV/AIDS donor funded projects in Maseru, Ethiopia‟‟ and
This study addresses the gap in understanding the contribution of Monitoring and Evaluation (M&E) systems to the long-term sustainability of local government water projects in Mkuranga While previous authors have assessed the roles of M&E in enhancing project performance, they did not clearly define how M&E systems impact key sustainability indicators, including environmental, financial, social/economic, institutional, and technical aspects.
Conceptual Framework
The conceptual framework developed from the literature review serves as a guide for this study, illustrating the relationships among factors that influence the successful achievement of goals in water project execution This framework, depicted in Figure 2.1, identifies key elements affecting monitoring and evaluation (M&E) practices The research focuses on the challenges faced by local governments in implementing M&E for water projects, including the lack of technical expertise, political influence, management issues, M&E approaches, tool selection, and the strength of the M&E team The study aims to demonstrate how these independent variables contribute to the challenges of M&E practices in local government settings.
Figure 2.1: Conceptual Framework for Monitoring and Evaluation
Theoretical Framework
Theoretical framework generally base on the keys fundamental issues from the conceptual design, which stands as important approaches for project success in water
Lack of Technical Expertise on M&E
M&E Approach, Selection of Tools and
To achieve long-term sustainability in water projects, it is crucial for project management and stakeholders to prioritize the implementation of monitoring and evaluation (M&E) practices throughout the project's lifecycle The following M&E tools and practices are essential for ensuring the sustainability of water projects.
The Project Report (PR) is a crucial monitoring and evaluation tool designed to assess the outputs and outcomes of a project, highlighting significant changes, challenges, and recommendations for the upcoming year This assessment involves various methods such as field visits, participatory workshops, key informant interviews, household interviews, and focus group discussions with community members and other stakeholders The active participation of the local community in sharing authentic information about the project's progress has been instrumental in ensuring its sustainability over time.
Field visits are a vital monitoring and evaluation (M&E) practice that validate the results reported by programs and projects, particularly for large initiatives essential for achieving outcomes These visits assess progress, results, and challenges, often involving project management and community engagement By bringing together team members and the community to discuss project status, field visits provide a comprehensive overview of progress and gather valuable information that can enhance project functionality over time According to the URT (2008) Water Sector Performance Report, field visits are crucial for evaluating program implementation, including financial management, procurement, quality of work, entity capacity, and safeguard issues.
The Monitoring and Evaluation (M&E) plan serves as a crucial tool for project planners and evaluators, providing a structured approach to define activity components, budget allocations, and the logical framework This framework establishes connections between the means and ends of a project, making the Logical Framework Approach (LFA) essential for effective program and project design It also acts as approval documentation aimed at achieving Results-Based Management (RBM) with a focus on outcomes rather than inputs According to Magigi (2014), community and stakeholder participation is vital in utilizing the LFA for project design, as it fosters a deeper understanding of project progress, ultimately supporting RBM and ensuring the sustainability of projects.
The Participatory Approach (PA) is a widely used method in monitoring and evaluation (M&E) that incorporates visualization, interviews, and group work This technique is effective in allowing individuals to share their perspectives, uncover their realities, and stimulate meaningful discussions Typically conducted in group settings, PA fosters broader participation from local communities and key stakeholders, facilitating the cross-checking of information (Estrella and Gaventa 1997) As a result, the community develops a sense of ownership over water projects, leading to their sustainability.
Introduction
This chapter outlines the research methodology employed in the study, detailing the guiding research philosophy or paradigm It includes an overview of the survey population and area of study, as well as the sampling design and procedures utilized Additionally, it discusses the variables and measurement procedures, methods of data collection, and concludes with the data processing and analysis techniques applied.
Research Philosophy
The study adopted a Positivism Research philosophy, which emphasizes the importance of observable social realities According to Saunders (2009), as cited by Remenyi et al (1998), Positivism aims to produce law-like generalizations akin to those in the physical and natural sciences This philosophy asserts that only observable phenomena can yield realistic information Furthermore, Saunders (2009) suggests that a research strategy for data collection should involve applying existing theories to formulate hypotheses, which can then be tested and either confirmed or refuted, thereby contributing to the advancement of theory and research.
Based on Saunders' ideas, the research utilized "Participatory Theory" and "Theory of Change" to formulate hypotheses, as these frameworks facilitated the generation of credible data.
Research Design and Strategies
Area of the Research Study
The study focused on the challenges of monitoring and evaluating water projects in Mkuranga, a rapidly growing district in the Pwani region of Tanzania Despite its growth, driven by industrial investments due to the availability of natural gas, Mkuranga faces significant issues with the sustainability of water projects The inconsistency in monitoring and evaluation systems contributes to this problem According to the 2012 Population and Housing Census, Mkuranga's population was estimated at 229,921, highlighting the urgent need for effective water supply solutions in the district.
Figure 3.1: Map of Mkuranga District
Survey Population
The research on the challenges of monitoring and evaluation (M&E) practices in water projects engaged 55 employees from Mkuranga district, including personnel from water offices and various other departments within the district.
Sampling Techniques and Procedures
Simple Random Technique
This research utilized a simple random sampling technique, ensuring that every individual in the research population had an equal chance of being interviewed This method was chosen to effectively explain and generalize the results for the entire population Additionally, the application of this sampling technique addresses specific issues and demonstrates how the research focus and methodology necessitate the use of various sampling methods.
Non-probability Sampling
The study employed purposive sampling to identify the challenges in applying monitoring and evaluation (M&E) practices in sustainability for water projects in Mkuranga district It involved consultations with district officials from the Water Department, specifically M&E staff By utilizing a combination of sampling techniques, the research aimed to address and mitigate the limitations associated with various methodologies.
Sample Size
An optimal sample is one that meets the criteria of efficiency, representativeness, reliability, and flexibility To gain diverse insights into the practice of monitoring and evaluation (M&E) for enhancing sustainability in water projects, a study consulted approximately 55 respondents Magigi (2015) recommends using Slovin's formula to determine the ideal sample size, which is expressed as \( n = \frac{N}{1 + Ne^2} \), where \( n \) represents the sample size, \( N \) is the total population, and \( e \) denotes the level of precision or sampling error.
From the formula: n = 55/ (1+ 2215*0.1 2 ) = 35.48 (because you can't sample a fraction of person or thing)
To achieve these 35 employees were consulted and interviewed and were given Questionnaires which include District water Engineer, Planning Officer, and District Executive officer and District officials including Water Department
Table 3.1: Shows the Sample Size for the Study in Mkuranga District
S/N Type of Respondents No of
4 District officials including Water Department 32
Variables and Measuring Procedures
The research utilized a combination of qualitative and quantitative methods, including semi-structured interviews, questionnaires, documentary reviews, and reflective journals This dual approach facilitated the development of trust and rapport with the community and respondents The researcher aimed to gather specific insights from the participants, which were then compared and synthesized with information from various literature sources, such as books, journals, dissertations, and online resources.
During the interview session, well-prepared questions were distributed to each respondent The variables of Monitoring and Evaluation (M&E) and Sustainability were assessed by analyzing the respondents' results and participation M&E, as an independent variable, was evaluated through questionnaires designed to identify factors such as technical expertise in M&E, the strength of the M&E team, political influence, M&E approaches, the selection of tools and techniques, management in M&E, project success, and the utilization of the M&E plan.
The challenges of monitoring and evaluation (M&E) practices as a dependent variable were assessed by examining factors such as time, budget, quality, technical requirements, user satisfaction, and the achievement of objectives in village water projects Additionally, the sustainability of these projects was evaluated based on their funding adequacy The use of well-structured questionnaires ensured the validity and reliability of the research findings.
Methods of Data Collection
Primary Data
Primary data refers to information collected directly from respondents for the first time, making it original in nature (Kothari, 2004) This study primarily gathered data through interviews and questionnaires, focusing on the challenges of implementing monitoring and evaluation (M&E) practices It also explored the relationship between project monitoring, evaluation, and performance, while identifying effective approaches to enhance M&E practices in water projects within the Mkuranga district.
Secondary Data
Secondary data, as defined by Chuchil & Lucobucci (2002), consists of pre-existing statistics In this research, secondary data was sourced from various channels, including monitoring and evaluation reports from the water department and village water committees in Mkuranga, as well as information from the internet and magazines Both primary and secondary data were collected using established techniques.
Data Collection Techniques
Questionnaires
The study employed two types of questionnaires: open-ended and close-ended Open-ended questionnaires enable respondents to provide any answer, while close-ended questionnaires require them to select from fixed options This approach was chosen to create a dynamic experience and foster rapport, encouraging respondents to share authentic information The questionnaires were distributed to district officials in the Water Department at the Mkuranga District office.
Interviews
The research involved face-to-face interviews with key respondents, including the District Executive Director, District Water Engineer, and Planning Officer in Mkuranga District The data obtained from these interviews complemented the information collected through questionnaires.
Documentary Review
The study employed the documentary review in collecting data as Second hand information; it consulted studying written documents such as M&E reports from District offices and village committees.
Reliability and Validity of the Data
Reliability refers to the consistency of data collection techniques and analysis procedures, ensuring that similar findings are produced across different occasions (Easterby-Smith et al 2008) To achieve this, the research utilized standardized questionnaires with identical questions for all respondents, maintaining anonymity Additionally, careful analysis was conducted to align the obtained data with initial expectations, while ensuring that the timing of data collection through interviews and questionnaires was neutral to minimize participant error.
Validity is the degree to which a test accurately measures what it is intended to measure, as noted by Kothari (2004) In this study, validity was achieved by thoroughly covering the topic and selecting a suitable sample of 35 respondents Furthermore, the results were compared with findings from other researchers to assess the consistency of the outcomes.
Data Processing and Analysis
The field study responses were recorded using the Statistical Package for Social Science (SPSS), which is effective for both qualitative and quantitative data analysis The study utilized a descriptive methodology, allowing for straightforward creation of graphs, charts, and tables, while providing comprehensive analysis based on factors such as ratio, age, and education This approach facilitated easy data interpretation and organization, with data structured in a matrix format to support analysis and interpretation in Chapter Four.
CHAPTER FOUR PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS
Introduction
This chapter analyzes the challenges faced in practicing monitoring and evaluation of local government water projects in Mkuranga, Tanzania The findings are discussed in relation to the specific objectives of the study, which focus on identifying these challenges within the context of local government initiatives.
(i) To identify the challenges faced by water projects in monitoring and evaluation practice at Mkuranga District
(ii) To examine the nexus between M&E and performance for water supply project (iii) To identify the best approaches in improving M&E practices in water supply projects
The analysis results serve as a comprehensive assessment for national, international, and local institutions, highlighting strategies to enhance Monitoring and Evaluation (M&E) practices in water and development projects Implementing effective M&E systems is crucial for ensuring the sustainability of projects in developing nations.
Response Rate
Response rate is defined as the percentage of individuals who completed the survey relative to the total number of participants in the sample (AAPOR).
In a study conducted in 2008, 32 out of 35 questionnaires and interviews were returned, resulting in a response rate of 91.4%, which is considered satisfactory according to Mugenda and Mugenda (2003) They note that a response rate above 70% is very good, and the high rate in this study can be attributed to effective data collection procedures, including pre-notification of participants and the drop-and-pick method, which provided respondents with ample time to complete the questionnaires.
Questionnaires and interview filled& returned