Monitoring and evaluation system and project success

MONITORING AND EVALUATION SYSTEM AND PROJECT SUCCESS A CASE STUDY OF UNFPA RWANDA Lucie MASUDI MBA/0320/12 A Research Project Submitted in Partial Fulfillment for the Award of a Degre

MONITORING AND EVALUATION SYSTEM AND PROJECT

SUCCESS

A CASE STUDY OF UNFPA RWANDA

Lucie MASUDI MBA/0320/12

A Research Project Submitted in Partial Fulfillment for the Award of a Degree in Master of Business Administration (Project Management Option) of

Mount Kenya University

APRIL, 2015

DECLARATION

This research study is my original work and has been presented to any other institution

No part of this research should be reproduced without the author’s consent or that of Mt Kenya University

Student name: MASUDI YOHARI LUCIE

Sign………Date………

Declaration by the supervisor(s)

This research has been submitted with my approval as the Mt Kenya University

Supervisor

Name: Dr Alfred OTARA

Sign……… Date………

DEDICATION

To my Lord Jesus Christ, my husband, children, parents, brothers, sisters and friends for their moral and financial support during the tiring moment of the study

ABSTRACT

The purpose of this research was to assess how the monitoring and evaluation lead to project success The studylooked also at how M&E system was being implemented and the research findings showed more light on how M&E relationship with project goals achievement, especially at UNFPA Rwanda The study used a descriptive survey design where quantitative and qualitative approaches to data collection were used based on a target sample population from UNFPA Rwanda The findings of this study were important to UNFPA Rwanda which integrated M&E system to lead to project success The total number of population was 15 and the sample size was 15 where we had 10 respondents from staff of UNFPA and 5 for project staff The method used to find the sample size was census method The study was carried out from July 2013 to October 2014 The content validity was assured through expert judgment, this where the copies of questionnaire were given to staff and project staff of UNFPA to determine the validity of these questionnaires The researcher critically assessed the consistency of the responses on the questionnaire in order to make a judgment on their reliability We have three variables in the conceptual framework, the dependent, independent and moderating variables Primary and secondary data were used, primary data was collected with the use of questionnaire that was closed ended and open ended questions from the field and secondary data was collected from journals, books and others researchers’ work on related topics The data collected was analyzed using excel software and the researcher drawn conclusion basing on the facts from the data collected Recommendations from the findings on the M&E system and project success that the researcher need improvement was highlighted and finally suggestions were made for future researchers to carry on and improvement on this work

TABLES OF CONTENTS

DECLARATION i

DEDICATION ii

ACKNOWLEDGEMENTS iii

ABSTRACT iv

TABLES OF CONTENTS v

LIST OF TABLES ix

LIST OF FIGURES x

ACRONYMNS AND ABBREVIATIONS xi

OPERATIONAL DEFINITION OF KEY TERMS xii

CHAPTER ONE: INTRODUCTION 1

1.0 Introduction 1

1.1 Background of the Study 1

1.2 Statement of the Problem 3

1.3 Objectives of the Study 5

1.3.1 General objective 5

1.3.2 Specific Objectives 5

1.4 Research Questions 5

1.5 Significance of the Study 5

1.6 Limitation of the Study 6

1.7 Scope of the Study 7

1.7.2 Content Scope 7

1.7.3 Geographical Scope 7

1.7.4 Time Scope 8

1.8 Organization of the study 8

CHAPTER TWO: LITERATURE REVIEW 8

2.0 Introduction 8

2.1 Theoretical Literature Review 9

2.1.1 Tools and procedures used by UNFPA 9

2.1.2 Process of M&E System and Project Success 10

2.1.2.1 Monitoring 10

2.1.2.2 Evaluation 11

2.1.2.3 Definition of Monitoring and Evaluation 12

2.1.2.7 Leadership 14

2.1.2.9 Principles and Guideline for monitoring 15

2.1.2.10 Guidelines for Project Evaluation 15

2.1.2.11 Monitoring and Evaluation Plan 16

2.1.2.12 Monitoring and Evaluation in Development Programs 18

2.1.2.13 M&E Systems for Complex Organizations 19

2.1.2.14 Project Success 20

2.1.3 Relation between M&E and project success 21

2.3 Critical Review and Research Gap 25

2.4 Conceptual framework 27

2.5 Summary 28

CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY 30

3.0 Introduction 30

3.1 Design of the study 30

3 2.Target population 31

3.3 Sample Size and Sampling Procedures 31

3.4 Data Collection Procedures/ Instruments 32

3.4.1 Questionnaire 32

3.4.2 Validity 33

3.4.3 Reliability 33

3.5 Data Processing 34

3.6 Data Analysis 34

CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION35 4.0 Introduction 35

4.1 Presentation of Findings 35

4.1.2 Project Staff 36

4.2 Suggestions of project staff and UNFPA staff to improve the M&E system of UNFPA Rwanda 43

4.3 Summary of Data Analysis 44

CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 46

5.1 Introduction 46

5.2 Summary of the findings 46

5.2.1 Analyze M&E tools and procedures used by UNFPA 46

5.2.2 Assess how the process of M&E system affects the Project Success at UNFPA Rwanda 47

5.2.3 Establish the relationship between Monitoring and Evaluation system and project success at UNFPA Rwanda 48

5.3 Conclusion 48

5.4 Recommendations 50

5.5 Suggestions for further study 51

REFERENCES 52

APPENDICES 56

LIST OF TABLES

Table 3.1: Target Population 31

Table 3.2: Sample Size 32

Table 4.3: Experience of UNFPA staff 36

Table 4.4 Distribution of the respondents by their education level 37

Table 4.5: Experience of project staff 37

Table 4.6: Financial and Narrative report 38

Table 4.7: M&E Procedures and implementing of Partners 39

Table 4.8: Resources available to complete the project on time 40

Table 4.9: M&E System information relevant to objectives 40

Table 4.10: M&E System leads to project success 41

Table 4.11:Relationship between M&E system and Project success 42

LIST OF FIGURES

Figure 2.1: Conceptual framework 27

ACRONYMNS AND ABBREVIATIONS UNDAP: United Nations Development Assistant Plan

UNDP: United Nations Development Program

UNFPA: United Nations Population Fund

RBM: Result Based Management

M&E: Monitoring and evaluation

EDPRS: Economic Development and Poverty Reduction Strategy ICPD: International Conference for Population and Development GoR: The Government of Rwanda

MDGs: Millennium Development Goals

NGOs: Non-Governmental Organization

UN: United Nations

USAID: United Sates Agency for International Development

DFID: Department for International Development/UK

MKU: Mount Kenya University

FAO: Food and Agriculture Organization

DANIDA: Danish International Development Agency

SIDA: Swedish International Development Authority

NORAD: Norwegian Agency for International Development

PM&E: Participatory Monitoring and Evaluation

OPERATIONAL DEFINITION OF KEY TERMS

Project: A project is a unique endeavour to produce a set of deliverables within clearly

specified time, cost and quality constraints

Monitoring: is a continuing function that uses the systematic collection of data on specified

indicators to inform management and main stakeholders of an on-going operation of the extent of progress and achievement of results in the use of allocated funds and activities

Evaluation: is the systematic and objective assessment of an on-going or completed

operation, programme or policy, its design, implementation and results The aim is to determine the relevance and fulfilment of objectives, as well as efficiency, effectiveness, impact and sustainability

M&E System: This is a set of planning, information gathering, reporting processes along

with the necessary supporting conditions and capacities required for the output of M&E to make valuable contribution to decision making

Project Success: This is when the project reaches its set of objectives and contributes to

the improvement of life of targeted population within limited budget efficiently and effectively

CHAPTER ONE: INTRODUCTION

1.0 Introduction

In chapter one the researcher discussed the study based on the following sub-headings, background of the study, statement of the problem, research objectives, research questions, significance of the study, scope of the study and its limitation, and operational definitions

of terms

1.1 Background of the Study

Since the mid-2000s, monitoring and evaluation has taken on a far greater role in international development The aid effectiveness agenda has brought about a major change

in development agencies’ motivation to focus on results and impact, and to provide evidence of their effectiveness In order to respond to this move, monitoring and evaluation has been given much more prominence in many organizations This in turn has led to a greater understanding of the challenges faced when attempting to collect and access the right data that improves the work outputs, at the same time as demonstrating accountability

to both donors and beneficiaries (Catherine, 2006)

Monitoring and evaluation system of developments projects provides managers, policy makers, donors with better means for learning from past experience, improving actual implementation and re-allocates resources if needed to better achieve the target population Though monitoring and evaluation tends to be used as the same thing, monitoring and evaluation are two distinct sets of activities related but not identical Monitoring can be defined as a continuing function that aims primarily to provide the management and main stakeholders of ongoing intervention with early indications of progress, or lack thereof, in the achievement of results (Simister, 2009)

Evaluation is a selective exercise that attempts to systematically and objectively assess the progress towards and the achievement of an outcome All evaluations even project evaluations that assess relevance, performance and other criteria, need to be linked to outcomes as opposed to only implementation or immediate outputs Did the project reach the target population or beneficiaries, the monitoring and evaluation system in place to follow up the progress of the implementation of activities contribute to the project success

or failure Mainly at the end of a project the beneficiaries were not touched, monitoring and evaluation function has been in place and data collected but practically there were not contributing to the success of the project and though the beneficiaries were not touched, it

is on this background that the researcher wants if an effective monitoring and evaluation system in development project can contribute to the project success (Simister, 2009)

After the 1994 Genocide in which an estimated 800,000 people were killed, Rwanda has received considerable international attention Since then the country has undergone a remarkable recovery and it is now considered as a model for Africa and other developing countries In 2009 a CNN report labeled Rwanda as Africa's biggest success story, having achieved stability, economic growth (average income has tripled in the past ten years) and international integration The Government of Rwanda has put the attainment

of the Millennium Development Goals (MDGs) at the center of its policy framework

In order to move to more sustainable economic growth, the Government aspires to become a middle-income country by 2020 as detailed in its Vision 2020 document The Vision 2020 is based on six pillars; (i) ensuring good governance; (ii) creating a knowledge-based economy through human resource development; (iii) enhancing a private sector-led economy; (iv) infrastructural improvements; (v) modernization of the agricultural sector; and (vi) achievement of regional and international economic integration As part of the Vision 2020 implementation efforts, the Government

formulated the Economic Development and Poverty Reduction Strategy (EDPRS 2012), which is a five-year strategy with clear and comprehensive priorities (UNFPA, 2010)

2008-Since the 1990s, the development paradigm has been reoriented to be more operational and people-oriented In this respect, several international conferences have been held, particularly the International Conference for Population and Development (ICPD, 1994), the Millennium Summit (2000), and Paris Declaration for Aid Effectiveness (2005) A new aid environment has been defined on the basis on five principals: national ownership, alignment, harmonization, managing for results and mutual accountability (IFAD, 2001)The Government of Rwanda (GoR) formulated its Economic and Development Poverty Reduction Strategy The UN Country Team formulated an UNDAF, as a response to the country priorities, focusing on five (5) sectors: Governance, Health, Education, Environment and Social Protection

UNFPA has been fully involved in the process and is implementing its cooperation program 2008-2012 In order to ensure effective implementation of the program, it’s of paramount importance to set up monitoring and evaluation and resource mobilization mechanisms A monitoring and evaluation system is used for assessing program implementation and progress towards results As the evaluation of the previous program pointed out weaknesses

in the M&E system, it has been identified as a key priority for the current program (UNFPA, 2010)

1.2 Statement of the Problem

There is a growing realization of the need of Monitoring and Evaluation Systems (M&Es) across the globe Cognizant of the capacities of such systems in governments and public organizations, a number of countries are working towards installing the systems This

emerging consensus arises from widespread displeasure with the performance of development programs in many countries today, especially in the wake of worsening poverty levels, malnutrition, low living standards, ill health, among other challenges Scenarios suggest that the expected delivery of various development projects and programs has not been forthcoming Even those programs with the right technologies and enough funds seem to perform poorly Literature review generally attributes these scenarios to neglect of the management function, especially failure to appreciate the complementarities among technology, capital and management The management problem has festered over the years, and is still negatively affecting the performance of development policies, programs and projects provide the indicators of poor performance of projects (Sivagnanasothy, 2007)

For UNFPA, Monitoring and Evaluation are important results-based management functions that help the organization to enhance the effectiveness of its Project Success The intent of these guidelines is to assist country offices in effectively monitoring and evaluating UNFPA-funded program activities The establishmentof a monitoring and evaluation systemaxisresultsis essential forthe achievement of resultsdiscountstheseprograms It is recognised that monitoring of results remains a challenge for UNFPA Rwanda: where management is not able to regularly assess the linkages and effects between activities, outputs, and outcomes and assess the level of achievements with reference to indicator targets

The present study analyse the systemofmonitoring and evaluationofUNFPAand how M&E contribute to project success, to enable UNFPA for betterachieving its outcomes and measureimpactsof the programon the population ofRwanda

1.3 Objectives of the Study

1.3.1 General objective

The general objective of this studywas to assess the Monitoring and Evaluation System and Project Success the case of UNFPA Rwanda

1.3.2 Specific Objectives

This study aimed to:

i Analyze M&E tools and procedures used by UNFPA

ii Assess how the process of M&E system affects the Project Success at UNFPA Rwanda iii Establish the relationship between Monitoring and Evaluation system and project success at UNFPA Rwanda

1.4 Research Questions

To achieve the above research objectives, the key following research questions was answered:

i What are the M&E tools and procedures used by UNFPA Rwanda?

ii How the processes of M&E affect the Project Success at UNFPA Rwanda?

iii Is there any relationship between M&E and project success at UNFPA Rwanda?

1.5 Significance of the Study

This study helped to acquire knowledge about overall monitoring and evaluation system and particularly UNFPA Rwanda monitoring and Evaluation system The research showed clearly if there is a link between effective monitoring and evaluation and projects goals success or failure and the remedy where necessary to identify monitoring and evaluation weaknesses and recommendations given out leads to alternatives solutions

The research showed if there was any relationship between effective monitoring and evaluation and success or failure of development projects goals achievement

The study showed practically how monitoring and evaluation system is being implemented and the research findings showed more light on how effective monitoring and evaluation

relationship with projects goals achievement

After the successful completion of the research, one copy of this research will be available

at MKU library to serve for future reference in the field of monitoring and evaluation This

study contributed to additional wide range of knowledge

The study added to existing knowledge in the area of monitoring and evaluation UNFPA Rwanda management will get a copy of the research and use the research findings to improve its monitoring and evaluation system to better achieve its projects goals

The research will be helpful to other researchers in the monitoring and evaluation field The findings of this research will serve them as secondary data

The beneficiaries were more informed about the key factors contributing to UNFPA projects success and take corrective actions where necessary

The findings helped development organization to understand the M&E system in development projects: Effectiveness and Weakness and allocate their limited resources in the possible best way to achieve recurring successes

1.6 Limitation of the Study

Even though different efforts have been made, the researcher faced some challenges while conducting this research Lack of previous many studies on the subject as it still a new concept in the literature Furthermore it is obvious that the time allocated to this research

is too limited The research expects to meet with uncooperative respondents The

respondentshad a tight agenda so they don’t have time or if they have it the questionnaire delays for them to be responded, others were in holidays or official mission that make the researcher to wait till they were back Although the researcher met different challenges when conducting this research, the researcher assessed how the monitoring and Evaluation lead to project success

1.7 Scope of the Study

1.7.1 Concept Scope

This study was based on the concept of Freeman (2003), Effective M&E system

An effective M&E system is more than a statistical task or an external obligation Thus, it must

be planned, managed, and provided with adequate resources Managing research projects for impact implies that the M&E system must be linked overall project operations, as well as with outputs, outcomes, and impact normally summarized in the project Logframe The instruments necessary to build up a good M&E are (1) the use of a logical framework, (2) the set of monitorable indicators, (3) effective training and the (4) data analysis and processing

1.7.2 Content Scope

The research analyzed monitoring and evaluation system (Independent variable)and project success (dependent variable),of UNFPA Rwanda This study aimed to gathering information about monitoring and evaluation system effectiveness or weaknesses and its relationship with projects success of UNFPA Rwanda

1.7.3 Geographical Scope

The study was conducted in Kigali City the UNFPA Rwanda country office The study was carried in Kigali city only because the information needed for this study should be found from the country office which is located at Kigali city

1.7.4 Time Scope

The study covered a period of five years; from 2007 to 2012

1.8 Organization of the study

The research work is divided into five main chapters namely the general introduction that tackles the background of the study, problem statement, and objectives of the study, research questions, and significance of the study, limitation of the Study, scope of the study and organization of the study Chapter two involves the literature review, introduction, theoretical literature review, critical review and research gap, conceptual framework and summary.Chapter three concerns with the research design and methodology that was used

to carry out this study, introduction, and research design, target population, data collection procedures and data analysis methods.Chapter four it is focusing on data analysis, presentation and interpretation, introduction, presentation of findings and summary of data analysis.Chapter fivedeals with the summary of findings, conclusions, recommendations and suggestions for further study

CHAPTER TWO: LITERATURE REVIEW 2.0 Introduction

This chapter highlights what others have already done in the related field of study This allows the researcher to know the areas that have been covered and the gap where to bring the contribution by this study

2.1 Theoretical Literature Review

2.1.1 Tools and procedures used by UNFPA

Information supplied by Monitoring and Evaluation Systems is used as a crucial management tool in achieving results and meeting specific targets Such information, which reveals the level of progress, performance and problems, is crucial to managers striving to achieve results

Abdullah et al (2010), argue that these systems are actually one of the “techniques” for

managing program / project implementation, especially because they provide an early warning to project management about potential or actual problems Subsequently, when problems are identified, this may raise questions about assumptions and strategy behind a given program or project

A work plan is one the two M&E tools used by UNFPA Rwanda on an annual or year summary of tasks, timeframes and responsibilities It is used as a monitoring tool

multi-to ensure the production of outputs and progress multi-towards outcomes Work plans describe the activities to be conducted as well as the expected outputs and outcomes The overall process of work planning is a comprehensive tool that helps people translates information

or ideas into operational terms on an annual basis

The narrative and financial report is the second tool used by UNFPA Rwanda on quarterly basis to measure the progress towards outputs which measures project success

Monitoring and evaluation are integral parts of a country office’s overall work plan, which encompasses many additional areas UNDP (2013)

Results-Based Monitoring and Evaluation Systems are tools for managing and tracking progress in programmes and projects Contrary to Implementation-Focused Monitoring,

Hyväri (2006)argue that Results-Based Monitoring and Evaluation Systems capture information on the success or failure of development program in achieving desired outcomes, and there is a systematic reporting on the progress towards outcomes Results Monitoring Systems are designed to help answer questions such as: What are the goals of the organization? Are they being achieved? How can achievement be proven? Results-Based Monitoring and Evaluation Systems differ from Implementation-Focused Monitoring and Evaluation Systems in that they move beyond an emphasis on inputs and outputs to a greater focus on outcomes and impacts So, preference for the Results-Based Monitoring and Evaluation Systems is justifiable on the basis of their capacity to “tell” the success or failure as well as impacts and outcomes of programs and projects By doing so, they have successfully patched the holes in the former approach

There are various reasons that make the monitoring activities important and the progress report necessary The monitoring is a crucial part of the project management as it is carried out to observe the progress of the project implementation in order to ensure if inputs, activities, outputs and project assumptions are proceeding according to the plan and if they are progressing forwards achieving the project objective Monitoring is also a tool to identify problems that may occur during the project implementation, therefore the corrective measures could be taken before the project is affected adversely Moreover, as a result of the monitoring, the progress reports provide a major information input to the project reviews (Chinnanon, 2002)

2.1.2 Process of M&E System and Project Success

2.1.2.1 Monitoring

Monitoring is a routine, ongoing, internal activity which is used to collect information on

a program activities, outputs, and outcomes to track its performance As a process,

monitoring systematically collects data against specified indicators at each stage of the project cycle Hence there is evidence-based reporting on project progress at every stage, relative to respective targets and outcomes And it can be distilled from the foregoing that monitoring is a detective tool, continuously generating information that enables project managers to make adjustments during the implementation phase of a project So, it follows then, that for the tool to provide accurate, valid and consistent information usable to project managers, it must be well-designed and functioning smoothly Poorly designed or weak monitoring systems will automatically be poor detectors of project performance status Problem areas will go unnoticed, and subsequently, appropriate adjustments will not be made where they should In a way, such a system will not be of any good use to any organization, because ideally a good monitoring system should produce continuous streams

of current, valid and timeous data to project management, aiding their day-to-day decision processes on project (Kusek, 2004)

Evaluation relates to longer-term objectives and aims to establish a summary of activities that have taken place, whether these activities have achieved their desired objectives, and the extent to which they have had an impact on the lives of the intended beneficiaries Some people argue that evaluations should be undertaken by external actors so as to ensure objectivity and credibility of results, while others promote the idea of engaging the intended beneficiaries in participatory evaluation or the project implementers in self-evaluation (Estrella and Gaventa, 1997)

Evaluation involves the application of rigorous methods to assess the extent to which a sustainable investment project has achieved its defined impact objectives Evaluation

is being regarded as a set of activities aimed to determine as systematically and objectively

as possible, the relevance, effectiveness, efficiency and impact (both intentional and unintentional) of a project in the context of its stated objectives Just as monitoring, the evaluation process can be divided into three types of evaluation: ex-ante evaluation; mid-term evaluation and ex-post evaluation Each of these types shows that evaluation is a continuous process, as well as monitoring According to the classical approach, monitoring and evaluation are clearly defined as distinct activities while the modern approach deals with the two activities as inseparable components of the same system (Thomas and Fernandez, 2008)

2.1.2.3 Definition of Monitoring and Evaluation

Monitoring and evaluation is the process of collecting and analyzing information about the project that tells you whether you are on track to reach your objectives, and whether or not the project achieved or contributed to the desired impact

In order to know whether or not you are on track to achieving your project’s objectives, you must monitor the project during implementation as well as evaluate its impact at the

end of the project Monitoring the progress of the project allows you to adapt the project

as needed to ensure that you attain your objectives It is necessary to plan for monitoring and evaluation when you design your project; this will help you both to design an effective project and ensure that you plan (and budget) for appropriate monitoring and evaluation activities (Starling, 2010)

The body of social science known as evaluative research is the systematic collection of information on the design, implementation and effect of projects on targeted populations (Rossi et al 2004) Ideally, the process is divided into an ongoing monitoring system and periodic evaluations with some special studies designed to answer specific questions about the project Monitoring and evaluation are distinct, though related efforts, with different overall objectives, and, therefore, require differently designed systems

2.1.2.4 Resources Availability

Ashrafi and Hartman (2002) " stated that one of the most important factors in project success

is the availability of resources, including material and human resources, to ensure that there are sufficient resources for a project and that the resource allocation can be effectively applied to the project Project Budget & Time – project budget and time are absolute requirement to be met in the process of ERP implementation Inadequate budget and time will cause a failure of implementation in this system

2.1.2.5 Project Scope

According to project management body of knowledge PMBOK (2004) “The preparation of

a detailed project scope statement is critical to project success” Scope, as a measurable concept, has been considered as either a criterion or 15 factors

In fact, a project scope with clearly defined goals and objectives has been verified as a dimension for project success by (Rose, 2005)

2.1.2.6 Project Control

Time, cost and quality are usually grouped together and known as the "Project Control Mechanism." This is because they allow a project manager or project team to monitor and control the project, leading it to success In fact, “Project control”, which is introduced by some researchers as a project success factor (Lester, 2007) directly controls and monitors some key project success criteria such as the Project‟s Time, Cost, Quality, Change and especially Scope

2.1.2.7 Leadership

In all projects almost all activities are dependent on human resources In other words, it is fast becoming accepted wisdom that it is people who deliver projects and indeed people, who are directly involved in a project, facilitate achieving project goals and consequently "Project Success" A project team and its members are a key part of the human resource list of a project Nguyen and Lan (2004) have introduced some project success factors, which are all related to having a competent project team

2.1.2.8 Projects Skills

The skills and capacities needed for monitoring and evaluation are the same as those expected for other key office functions - principally strategic planning, teamwork, analytical abilities, learning and advisory skills and good formulation skills

The new framework, does, however, require a change in mindset and behaviors of staff and partners One consequence is less focus on inputs and implementation tasks and greater focus on results (outcomes and outputs)

Offices that find it necessary to continue to monitor inputs and detailed implementation should ensure that this is not done to the detriment of addressing the results

2.1.2.9 Principles and Guideline for monitoring

As part of the project management, monitoring of inputs, activities and outputs should be implemented for the whole duration of the project Assumptions that were made within the project logical framework should be monitored to ascertain their effect on the achievement of the stated outputs and objectives The work plan indicates which activities are ongoing and should be monitored for the project progress The monitoring plan should set measurable indicators of inputs, the activities and outputs to be used

as milestones or performance standard for monitoring (Fortune, 2006)

2.1.2.10 Guidelines for Project Evaluation

As evaluation is concerned with the effects or the immediate objectives and goals, it is not taken so regularly or frequently as monitoring Obviously, one of the objectives to be evaluated is the achievement of higher productivity In this case of farmers, after some

of the farmers have received training and delivery of production inputs such as good seed, fertilizer and pesticide In this case, there is a need to evaluate the effects of that output such as to what extent does the productivity of those farmers increase? Is the increase

in productivity as much as expected? If not why? Can corrective actions be identified? And can adjustments be made to project implementation? Once the above -mentioned information are available and the expectation of evaluator are not being achieved, then it

is needed to investigate the reasons for it, whether any external conditions constraints the effect The purpose of on-going evaluation such as inception and interim is to identify any problems, which constrain the effects and try to solve them The project management itself conducts this type of on-going evaluation The midterm evaluation is more systematic and is conducted by the external evaluator This also permits the project

management to make mid-course corrections in the way the project implemented (Chinnanon, 2002)

2.1.2.11 Monitoring and Evaluation Plan

M&E planning should begin during or immediately after the project design stage Early planning will inform the project design and allow for sufficient time to arrange for resources and personnel prior to project implementation M&E planning should also involve those using the M&E system Involvement of project staff and key stakeholders ensures feasibility, understanding, and ownership of the M&E system The plan should also discuss the purpose of data collection and analysis in terms of specific monitoring and evaluation functions Some key functions of monitoring include compliance, process, results, context, beneficiary, and organizational monitoring Typically, a project will use a combination of these monitoring functions and design data collection and analysis accordingly For project assessments, the discussion should identify not only the methods used, but the timing of the assessment event (i.e., baseline studies, annual reviews, midterm and final evaluations), and the rationale for selecting evaluators with specific skill sets and independence (i.e., internal versus external evaluators).(Caldwell, 2002)

It is probably fair to say that planning systems are generally further developed than M&E systems in most complex organizations Planning is often considered integral to M&E, which is why many organizations talk about PME (planning, monitoring and evaluation) systems But whilst good planning may be essential for good M&E, planning is also undertaken for a range of other purposes that have little to do with M&E This is sometimes

a problem for system designers, who may find it difficult to make desired changes to planning systems in order to facilitate good M&E However, the development of consistent

planning processes at different levels of an organization is one of the most common ways

in which an organization’s M&E system can be tied together

Indeed, it is relatively common for a complex organization’s M&E system to be focused around the planning and reporting stages The definition, collection, analysis and use of data (the monitoring and evaluation itself) then becomes a ‘black box’ with staff at different levels completely free to develop their own practices and procedures provided that sufficient information is generated to report against plans.( Belassi and Tukel, 1996).The Monitoring and Evaluation plan (M&E plan) is a document used by the project team to help plan and manage all Monitoring and Evaluation activities throughout a particular project cycle It also should be shared and utilized between all stakeholders and sent to donors It keeps track of what you should monitor, when you should monitor, who should monitor, and why you should monitor The M&E plan should have a rigid flexibility; rigid enough that it is well thought out and planned but also flexible to account for changes that can improve or identify better monitoring and evaluation practices This is especially important

in the ever-changing and fast-moving conflict environment (Belassi and Tukel, 1996)

In short, the M&E Plan is used for the purposes of management and good practice It is a critical tool for planning, managing and documenting data collection The M&E Plan keeps track of the progress we are making, monitors the indicators being used as well as their results In this way it contributes to the effectiveness of the monitoring and evaluation system by assuring that data will be collected and on schedule Additionally, it works to build ownership and of the M&E system by the project team, creating additional responsibility and accountability for the success of the M&E activities (Belassi and Tukel, 1996)

2.1.2.12 Monitoring and Evaluation in Development Programs

Monitoring and evaluation, or M&E, is a sometimes maligned and frequently misunderstood field or discipline that has grown up on the fringes of international development work M&E

systems support development by generating relevant, accurate, and timely information that

is used to improve program design and decision-making and thus enhance impact M&E in the field of development supports making evidence-based decisions in the implementation

of development interventions, or programs (projects), through rigorous but cost-effective approaches to collecting and using quality data on program performance, results, and impact In conflict or post-conflict situations, or when supporting conflict resolution or related development efforts, the very volatility defining the peace-precarious environment requires interventions and related M&E activities to be carefully planned around avoiding unintended, undesired, and/or counterproductive side-effects Given challenges that exist

to the implementation of strong M&E systems even under normal development circumstances, consideration of special peace-precarious challenges broadens our understanding and adds to the potential to improve practices across the spectrum.(Catherine, 2006)

Monitoring and evaluation (M&E) has become a crucial aspect within the management processes of international development programs Donors provide funds based on program proposals (planning) and require regular monitoring of progress and evaluation of development results and impacts Most development programs apply a project cycle management approach – a cyclical process of identification/design, planning, implementation, monitoring and evaluation Due to growing emphasis on M&E, it has

become a separate field of expertise, and many international NGOs appoint specialists for the coordination of M&E processes and systems

Although a substantive amount of knowledge and expertise on M&E for development has been built up during recent decades, mainstream M&E practices are contested and critically analyzed by development practitioners and researchers (Hunter , 2009)

The processes of monitoring and evaluation (M&E) are essential in the management

of development programs and have become a separate field of expertise within the development sector Quite a substantial amount of the annual budget (two to fifteen percent) of a development program is typically spent on M&E related activities such as writing proposals, designing programs, developing program frameworks, compiling action plans, collecting data, writing reports, developing and maintaining information systems and carrying out evaluation studies Although a vast body of M&E knowledge and expertise has been developed and institutionalized during recent decades, mainstream M&E practices continue to be critically analyzed by development practitioners and researchers New methods and approaches, alternative practices and changing paradigms are emerging from frustrations with certain M&E models, from M&E systems that no longer seem relevant or effective, from new insights and perspectives

on social change and development processes, or as a result of innovations by those who like to experiment with new approaches (Hunter , 2009)

2.1.2.13 M&E Systems for Complex Organizations

According to Jones (2011) a sustainable investment project may be described as a discrete investment activity, with a specific starting point and a specific ending point, intended

to accomplish specific economic, social and environmental objectives simultaneously

It comprises a well-defined sequence of investments, which are expected to result in a stream of specific benefits over time

Almost all development organizations are expected to have systems that enable them to collect, analyzes, summarize and use information However, whilst there is a large and growing range of resources covering monitoring and evaluation (M&E), there is little guidance or support for those wishing to design M&E systems The guidance that is available tends to focus on systems at project level, rather than at country, regional or international levels The methodologies used to design an M&E system within a complex organization are: planning system, indicators, baseline information, participation

(Simister, 2009)

2.1.2.14 Project Success

Project success is measured as the ability to complete the project according to desired specifications, and within the specified budget and the promised time schedule, while keeping the customer and stakeholders happy For proper project completion both planning and execution need to be properly implemented Control is used as the monitoring mechanism to ensure that each of the two phases is properly implemented, corrective actions being introduced where there are undesired discrepancies between the project’s plan and its execution.(Zwikael, 2002)

Project success depends on many factors both within and outside the control of the project team One of the aspects that is within the control of the project team is the monitoring and evaluation

Almost everything we do in life requires a close monitoring We take many of our daily routines for granted but all require follow up for their completion Projects are no different, just the scale and complexity of the undertaking Projects may be millions/billions of

dollars in cost, years in development/construction and need a monitoring system of how they are being executed There are many reasons why projects fail to meet their objectives

Some external events may render a project unneeded Internal events may cause a project

to be delayed or cost more than expected Almost all events that bear on project success can be anticipated and monitored up accordingly Projects do not succeed only because of

a project monitoring and evaluation system is in place but their potential success is ensured

if there is an appropriate working M&E system effectively utilized (Kerzner, 1989)

According to Cooke-Davies (2002), performance predicts success and success factors affect performance In order to identify the ‘real’ success factors of construction projects, Cooke-Davies highlighted the importance of the stakeholders in relation to the construction project performance This corroborates Slevin and Pinto (1986) argumentthata project is only successful to the extent that it satisfies the needs of its intended user They identify the

fact that the element of success in a project refers to efficiency and effectiveness measures

Efficiency measures correspond to the strong management and internal organizational structures (adhere to schedule, budget and specification) and effectiveness measures refer

to user satisfaction and the use of the project In addition, efficiency would only be achieved through having standard,systems and methodology

2.1.3 Relation between M&E and project success

The monitoring and Evaluation systems can be assessed against the three criteria’s for it to become successful; for example high utilization, good quality M&E system and sustainability As note M&E information was used intensively in budget analysis and decision making

It was also used intensively to impose program improvements on ministries and agencies Last but not least, it was also used in reporting government performance to the congress and civil society (Mackay, 2007)

The concepts of monitoring and evaluation are usually approached together, as a function

of project management, which provides a real perspective upon the stage of the financed project, in order to make all the adjustments necessary in the project implementation process Monitoring and evaluation are regarded as core tools for enhancing the quality of project management, taking into account that in short and medium run managing complex projects will involve corresponding strategies from the financial point of view, which are supposed to respect the criteria of effectiveness, sustainability and durability Monitoring activity supports both project managers and staff in the process of understanding whether the projects are progressing on schedule or meet their objectives, inputs, activities and deadlines (Crawford and Bryce, 2003)

Monitoring and evaluation are regarded as core tools for enhancing the quality of project management, taking into account that in short and medium run managing complex projects will involve corresponding strategies from the financial point of view, which are supposed

to respect the criteria of effectiveness, sustainability and durability (Lim and Mohamed ,1999) Monitoring activity supports both project managers and staff in the process of understanding whether the projects are progressing on schedule or meet their objectives, inputs, activities and deadlines (Solomon and Young, 2007) Therefore, monitoring provides the background for reducing schedule and cost overruns (Crawford and Bryce, 2003), while ensuring that required quality standards are achieved in project implementation At the same time, evaluation can be perceived as an instrument for helping planners and project developers to assess to what extent the projects have achieved the objectives set forth in the project documents (Belout, 1998)

The monitoring and evaluation flow focuses on human resources as key factors for implementing, monitoring and evaluating a sustainable investment project; as a consequence, the flow states the assumption that the process of defining monitoring procedures,as well as the process of delegating monitoring responsibilities(which are corresponding to a participatory management approach completed with a human resources evaluation) lead to a consensus among the main stakeholders of a project on the specific indicators to be used for monitoring and evaluation purposes; the monitoring and evaluation flow involves, before entering the Project Implementation Stage, an informational audit, in order to effective redesign the information flows taking into account the types and sources

of data needed and the methods of data collection and analysis required based on the indicators; afterwards, the Pre-Project Stage ends up with the Gantt Chart and the Logical Framework Matrix, which are still the most useful instruments for performing an impact monitoring and a mid-term evaluation (Pollack, 2007)

The main difficulties in obtaining better results when using the monitoring and evaluation flow refer to: the lack of experience in applying most of the project management tools , the insufficient budget for monitoring and evaluation activities, the mentality of most project managers regarding the fact that monitoring and evaluation are bureaucratic activities, which claim lot of time and are useless, being performed as such;

the inappropriate mix of methods and techniques, which are being used by project managers, without taking into account the three stages of monitoring and evaluation related

to the project life cycle; using impact monitoring in pre-project stage is useless, while using

it during post-project stage is irrelevant and using compliance monitoring in pre-project stage is impossible, while using it during implementation stage is irrelevant; the lack of clearness in stating measurable objectives for the project and its components, which leads

to the impossibility of defining performance indicators; the lack of a structured set of

indicators, covering the economic, social and environmental outputs generated by the project and their impact on beneficiaries; the lack of a coherent methodology for collecting data and managing project record, so that the data processed are compatible with previous statistics and are available at reasonable costs; the lack of concern of the project managers

to use in their baseline monitoring processes information gathered from other similar project’s compliance monitoring processes (Pinto and Slevin, 1988)

Participatory monitoring and Evaluation (PM&E) is a part a wider historical process which has emerged over the last 20 years of using participatory research in development PM&E draws from various participatory research traditions, While PM&E offers many potential benefits in terms of project or program success, if it is carried out poorly or inappropriately, time and resources may go to waste and problems may very well go unnoticed, subsequently hindering project performance and community building In order to guard against these inherent dangers, there also seems to be broad agreement in the literature regarding the need for systematic and participatory procedures to monitor and evaluate the PM&E process itself (Chan et al., 2002)

The active participation of service users in planning, monitoring and evaluation processes has now become part of development orthodoxy As a result, most complex organizations

at least encourage staff at different levels, and the partners with which they work, to involve service users in M&E wherever possible Service user participation is considered beneficial for two reasons: firstly, because it helps generate better M&E data and analysis, and secondly, under a rights-based perspective, because it is considered that service users have

the right to be involved in all areas of work that have an influence over their lives.(Simister, 2009)

2.3 Critical Review and Research Gap

The international community agrees that monitoring and evaluation has a strategic role to play in project success The aim is to improve relevance, efficiency and effectiveness of project success (IFAD, 2001) Given this international community aim, why then is monitoring and evaluation not playing its role to lead a project success? What are the factors, in addition to the evidence, influencing the Project success when monitoring and evaluating it The research gap of this study is to assess the monitoring and evaluation system and projects success the case of UNFPA Rwanda

(Zwikael,2002) said that Project success is measured as the ability to complete the project according to desired specifications, and within the specified budget and the promised time schedule, while keeping the customer and stakeholders happy but he didn’t mention when M&E System leads to project success

(Belassi and Tukel, 1996) said that the Monitoring and Evaluation plan (M&E plan) is a document used by the project team to help plan and manage all Monitoring and Evaluation activities throughout a particular project cycle It also should be shared and utilized between all stakeholders and sent to donors It keeps track of what you should monitor, when you should monitor, who should monitor, and why you should monitor The M&E plan should have a rigid flexibility; rigid enough that it is well thought out and planned but also flexible

to account for changes that can improve or identify better monitoring and evaluation practices This is especially important in the ever-changing and fast-moving conflict environment

He didn’t mention how M&E System can be designed contribute directly to project success There are six steps involved in designing M&E system: