INSTITUTIONAL FACTORS AND PERFORMANCE OF MONITORING AND

EVALUATION FUNCTIONS IN PUBLIC INSTITUTIONS: A CASE OF MINISTRY

OF WATER AND ENVIRONMENT, LUZIRA, KAMPALA

TUMWESIGA PETER
21/MMSME/KLA/MAR/032

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND

MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF MASTERS IN MANAGEMENT STUDIES OF
UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2023
 DECLARATION
I, Tumwesiga Peter, declare that this dissertation entitled “Institutional factors and performance
of monitoring and evaluation functions in public institutions: a case of Ministry of Water and
Environment, Luzira, Kampala” is my own original work and it has not been presented to any
other institution for any academic award. Where other people’s work has been used, this has
been duly acknowledged.
Sign ……………………………………. Date………………………………..

TUMWESIGA PETER
21/MMSME/KLA/MAR/032

i
 APPROVAL
This is to certify that this dissertation by Tumwesiga Peter entitled, “Institutional factors and
performance of monitoring and evaluation functions in public institutions: a case of Ministry of
Water And Environment, Luzira, Kampala” has been submitted for examination with our
approval as Institute supervisors.

Sign ……………………………………. Date………………………………..

Dr. Felix Adiburu Andama
Uganda Management Institute

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 DEDICATION
This dissertation is dedicated to my family members, my children and my parents for their
financial support and moral encouragement. Special thanks go to my supervisors: Dr. Felix
Andama Adibru who sacrificed their valuable time and energy to guide me during the entire
research process.

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 ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor Dr. Felix Andama Adibru for his patience with
my inadequacies as he guided me through the research process. Without your parental and
professional input, this research would have been difficult to elevate to its current level.
I am also thankful to the research instructors at Uganda Management Institute for their
dedication and commitment to provide comprehensive knowledge on research writing during the
research workshops, which knowledge was invaluable during the writing of this dissertation. I
am equally grateful to the management and staff of MWE who approved my request to use their
institution as reference case of study and provided the necessary information for writing this
report.
Last but not least, highly acknowledge the role of my fellow research participants at Uganda
Management Institute (Frank Mukalazi, Liz, Zabet, Charles, Jamal, and Eddie who regularly
offered me support in the course of my work). Above all, I thank the Almighty God for his
protection and guidance throughout this work. I deeply treasure the contributions of all the above
persons and ask God Almighty to richly bless them.

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 TABLE OF CONTENTS
DECLARATION............................................................................................................................i

APPROVAL...................................................................................................................................ii

DEDICATION..............................................................................................................................iii

ACKNOWLEDGEMENT...........................................................................................................iv

LIST OF TABLES........................................................................................................................xi

LIST OF FIGURES.....................................................................................................................xii

LIST OF ACRONYMS AND ABBREVIATIONS..................................................................xiii

ABSTRACT..................................................................................................................................ix

CHAPTER ONE............................................................................................................................1

INTRODUCTION TO THE STUDY...........................................................................................1

1.1 Introduction..............................................................................................................................1

1.2 Background to the study.........................................................................................................1

1.2.1 Historical background..........................................................................................................1

1.2.2 Theoretical perspective........................................................................................................3

1.2.3 Conceptual Background.......................................................................................................4

1.2.4 Contextual Background......................................................................................................................5

1.3 Problem Statement..................................................................................................................6

1.4 Purpose of study.......................................................................................................................7

1.5 Specific Objectives...................................................................................................................7

1.6 Research Questions..................................................................................................................7

1.7 Hypothesis of the Study...........................................................................................................7

1.8 Conceptual Framework.........................................................................................................8

1.9 Significance of the study..........................................................................................................9

1.10 Justification of the Study.......................................................................................................9

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1.11 Scope of the Study................................................................................................................10

1.11.1 Content Scope....................................................................................................................10

1.11.3 Time scope.........................................................................................................................10

1.12 Operational Definitions.......................................................................................................10

CHAPTER TWO.........................................................................................................................11

LITERATURE REVIEW...........................................................................................................11

2.1 Introduction............................................................................................................................11

2.2 Theoretical Review................................................................................................................11

2.2.1 Institutional Theory............................................................................................................11

2.3 Conceptual review.................................................................................................................12

2.3.1 M&E Systems and performance of the M&E Function..................................................13

2.3.2 Human Resource Capacity and Performance of M&E Function..................................14

2.3.3 Support Functions (S.Fs) and Performance of M&E Function.....................................16

2.4 Summary of Literature Review............................................................................................19

CHAPTER THREE.....................................................................................................................21

METHODOLOGY......................................................................................................................21

3.1 Introduction............................................................................................................................21

3.2 Research Design.....................................................................................................................21

3.2 Study Population....................................................................................................................21

3.3 Sampling and determination of sample size........................................................................22

3.3.2 Sample size..........................................................................................................................22

3.4 Data Collection Methods.......................................................................................................23

3.4.1 Questionnaire......................................................................................................................23

3.4.2 Interview..............................................................................................................................23

3.4.3 Document Review...............................................................................................................24

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3.5 Data Collection Tools............................................................................................................24

3.5.1 Questionnaire......................................................................................................................24

3.5.2 Interview Guide..................................................................................................................24

3.5.3 Document review checklist.................................................................................................25

3.6 Validity and Reliability of instruments................................................................................25

3.6.1 Validity of instruments.......................................................................................................25

3.6.2 Reliability of data instrument............................................................................................26

3.7 Data analysis and presentation.............................................................................................27

3.7.1 Quantitative Data Analysis................................................................................................27

3.7.2 Qualitative Data Analysis...................................................................................................27

3.7.3 Measurement of Variables.................................................................................................28

3.8 Ethical Considerations..........................................................................................................28

CHAPTER FOUR.......................................................................................................................29

ANALYSIS, PRESENTATION, AND INTERPRETATION OF RESULTS........................29

4.1 Introduction............................................................................................................................29

4.2 Response Rate........................................................................................................................29

4.3 Demographic Characteristics of Respondents....................................................................29

4.3.1 Response by Gender...........................................................................................................30

4.3.2 Respondents experience on the Job with MWE...............................................................30

4.3.3 Respondents highest level of education.............................................................................31

4.3.4 Respondents by position held at MWE.............................................................................31

4.4 Empirical findings.................................................................................................................32

4.4.1 M&E Systems and performance of M&E Function at MWE........................................32

4.4.1.1 Correlation between M&E Systems and Performance of the M&E Function..........35

4.4.1.2 Regression Analysis between M&E Systems and Performance of M&E function....36

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4.4.2.1 Correlation between Human Resource capacity and Performance of M&E Function.
.......................................................................................................................................................39

4.4.3 Supporting Functions and Performance of Monitoring and evaluation Function.......42

4.4.3.1 Correlation between Support Functions and Performance of M&E Function.........44

4.4.3.2 Regression analysis between Support Functions and Performance of Monitoring

and Evaluation Function.............................................................................................................44

4.4.5 Performance of M&E Function.........................................................................................46

CHAPTER FIVE.........................................................................................................................47

SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS.....................47

5.1 Introduction............................................................................................................................47

5.2 Summary of major findings..................................................................................................47

5.2.1 M&E Systems & Performance of M&E Function...........................................................47

5.2.2 Human Resource Capacity & Performance of M&E function......................................47

5.2.3 Support Functions & Performance of M&E Function...................................................47

5.3 Discussion of study findings..................................................................................................48

5.3.1 M&E systems and performance of M&E functions........................................................48

5.3.2 Human Resource capacity Findings..................................................................................48

5.3.3 Support Functions and Performance of M&E function.................................................50

5.4 Conclusions.............................................................................................................................51

5.4.1M&E Systems & Performance of M&E Function............................................................51

5.4.2 Human Resource Capacity & Performance of M&E function......................................52

5.4.3 Support Functions & Performance of M&E Function...................................................52

5.5 Recommendations..................................................................................................................53

5.5.1 M&E systems......................................................................................................................53

5.5.2 Human Resource capacity.................................................................................................53

5.5.3 Support Functions..............................................................................................................54

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5.5.6 Suggestions for further research.......................................................................................54

5.7 Limitations of the study.........................................................................................................54

5.8 Contribution of the study......................................................................................................55

REFERENCES............................................................................................................................55

APPENDICIES............................................................................................................................68

Appendix I: QUESTIONNAIRE................................................................................................68

APPENDIX II: INTERVIEW GUIDE......................................................................................72

APPENDIX III: DOCUMENTARY CHECKLIST.................................................................72

APPENDIX V: TABLE FOR DETERMINING SAMPLE SIZE...........................................74

LIST OF TABLES

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Table 3.1: Showing Population and Sample size.......................................................................................23

Table 3.2: Results of content validity for research tools............................................................................25

Table 3.3: Showing Reliability Test Considerations of Instruments..........................................................26

Table 3.4: Reliability test results of research instruments..........................................................................26

Table 4.5: Table presenting response rate..................................................................................................29

Table 4.6: Response by Gender.................................................................................................................30

Table 4.7: Opinions of respondent on M&E Systems and performance of M&E Function at MWE.........33

Table 4.8: Correlation between M&E Systems and Performance of the M&E Function...........................35

Table 4.9: ANOVA....................................................................................................................................36

Table 4.10: Regression of M&E system....................................................................................................37

Table 4.11: Opinions of respondent on Human Resource Capacity and performance of M&E Function at

MWE.........................................................................................................................................................37

Table 4.12: Pearson product moment correlation for Human Resource capacity and Performance of M&E

Function.....................................................................................................................................................39

Table 4.13: Regression Model Summary...................................................................................................40

Table 4.14: ANOVAA................................................................................................................................41

Table 4.15: Human Resource Capacity......................................................................................................41

Table 16: Supporting Functions and Performance of Monitoring and evaluation Function.......................42

Table 4.17: Correlation between Support Functions and Performance of M&E Function.........................44

Table 4.18: Regression Model Summary...................................................................................................44

Table 19: ANOVAA.................................................................................................................................45

Table 4.20: Regression for Supporting Functions......................................................................................45

Table 4.21: Performance of M&E Function...............................................................................................46

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 LIST OF FIGURES
Figure 1.1: Correlations between Institutional Factors and performance of M&E Function........................8

Figure 4.2: Time worked at Ministry of Water and Environment..............................................................31

Figure 4.3: Respondent’s level of education..............................................................................................31

Figure 4.4: Respondents position held at MWE........................................................................................32

LIST OF ACRONYMS AND ABBREVIATIONS

CSOs Civil Society Organizations

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DEA: Directorate of Environment Affairs.
DV: Variable
DWD: Directorate of Water Development
DWRM: Director of Water Resources Management
HRC: Human Resource Capacity
ICT: Information Communication Technology
IF: Institutional Factors
IV: Independent Variable
M&E: Monitoring and Evaluation
MDA: Ministries Departments and Agencies.
MoICT: Ministry of Information Communication &Technology
MWE: Ministry of Water and Environment
NDP: National Development Plan
NGO: Non-Governmental Organization
NPA: National Planning Authority
OECD: Organization for Economic Cooperation and Development
OSC: One Stop Centre
PMEF: Performance Monitoring and Evaluation Function.
RBM&E: Results Based Monitoring and Evaluation
SPSS: Statistical Package for Social Scientists
SFs: Support Functions
TOC: Theory of Change
UNAIDS: United Nations Programme on HIV/AIDS
UNOPS: United Nations Office for Project Services
WRI: Water Resources Institute

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 ABSTRACT
The study examined the influence of Institutional Factors on performance of Monitoring and
Evaluation Function at MWE. The study was guided by three research objectives namely; To
determine the influence of M&E systems on the performance of the M&E function at MWE, to
determine the extent to which Human Resource capacity influences the M&E function at MWE
and to assess the relationship between Support functions and performance of the M&E Function
at MWE. Out of the 91 distributed 71 were returned correctly filled representing 78%. Out of the
3 respondents that were targeted for interviews, 2 were interviewed implying a response rate of
67%. The overall response rate was 78%. The study established a significant relationship
between M&E system & Performance of M&E Function at MWE (r =0.421, P=0.000) it was
also established that a weak positive relationship between the two variables M&E systems and
performance of M&E system exist. Regression analysis results presented that 64% of the total
variation in performance of M&E function is explained by M&E systems management. The
study established a significant correlation between the two variables r = 0.154, p=0.0200, it also
established a weak positive relationship between the two variables. Regression analysis showed
that 26% of the total variation in performance of M&E function is explained by Human Resource
capacity. Finally, the study established a significant correlation between the two variables,
r=0.7469, p = 0.000, it was established that there is a strong significant relationship between the
two variables. Regression analysis results showed that 89% of the total variation in performance
of monitoring and evaluation is explained by support functions. The study recommended that
management toolkits such as systems for monitoring and evaluating performance facilitate those
in positions of decision making to keep record of changes in turn displaying outcomes associated
with certain programs or projects. There is need for data audit. This should entail the review of
monitoring and evaluation systems to address needs arising from the use of software for analysis
and allow for adjustments of monitoring and evaluation plan when the approach changes, this
study recommended that considering special attention to knowledge, skills, attitude and numbers
is key in ensuring performance of M&E function and tt is appropriate to make preliminary
assessments of the direction and nature of impacts by doing case studies of the target population
within the lifetime of the project. This should entail studying a sample of the targeted
beneficiaries.
 CHAPTER ONE
INTRODUCTION TO THE STUDY

1.1 Introduction
Institutional factors and practices can be seen as internal or external forces affecting how
members of an organization behave. Institutional administrators may examine institutional
factors to increase the appropriateness of a project or program in an organization by using ideas
that have been scientifically proven (Jaszczolt et al, 2010). In this study, institutional factors
(Monitoring and Evaluation System, Human Resource Capacity as well as Support Functions)
was the independent variable (IV) and performance of M&E function (measured in terms of
learning, accountability and decision making) will constitute the dependent variable (DV). The
study focused on examining institutional factors and their impact on the performance of M&E
Function in public institutions. Monitoring and evaluation (M&E), which are at the foundation of
effective governance systems, are necessary for the success of evidence-based policy making,
financial decisions, management, and accountability.
Study background information, problem statement, general and particular study goals, research
questions, hypotheses, the study's scope, significance, and rationale, as well as the operational
definitions of terminologies and concepts will all be covered in this section.
1.2 Background to the study
The study's background included historical, conceptual, contextual, and theoretical
underpinnings. The theoretical basis focused more on the theory that will direct the investigation,
the conceptual background will explain the many concepts in the study, and the contextual views
focused more on the case study. The historical background explains mostly about the origins of
M&E.
1.2.1 Historical background
The application of M&E to measure achievement of development results can be traced back
since the 1990s (Fryer et al, 2009). In 1947, Weber noted that a typical institution is one that
must be functioning over time and relatively permanent (Anita, 2011). M&E aims to manage
outputs and outcomes more effectively both now and in the future. This then improves the
execution of initiatives from governments, nongovernmental organizations, and international
organizations. A number of organizations, including the World Bank, UNOPS, and UNAIDS,
have also embraced M&E systems, producing noticeable effects like efficient resource
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management. M&E systems are institutional factors that are always changing inside businesses,
which considerably aid the process of development assessment. This stems back in the late 1980s
when countries like Australia, United Kingdom, Chile, and United States created government
M&E systems supervised by their respective finance and national planning departments.
It is believed that due to the wide adoption of M&E practices in various fields, its exact origin is
difficult to trace. However, it can be argued that as a common practice, M&E origin is as old as
mankind given that pre-modern societies employed some form of performance-tracking systems
(Basheka, 2015). Similar to this, Kusek & Rist (2004) observe that there is great strength in
gauging performance from an older historical perspective on the relevance and value of the
application of Monitoring & Evaluation methods. M&E is unquestionably an ancient activity, as
evidenced by the ancient Egyptians' constant monitoring of their nation's yields of agricultural
output (grain and livestock) more than decades of years back.

M&E was used in the 1960s and 1970s with regard to the nations that comprise the Organization
for Economic Cooperation and Development (OECD) to research how to enhance social
programs. Governments employed evaluations to manage budgets later in the 1980s and 1990s.
For instance, assessments were used to reduce governmental programs and limit spending, which
is why organizations considered operationalizing M&E systems. Nonetheless, it is thought that
many states may have been motivated due to the need to fulfill predetermined donor preferences,
global evolution objectives, and in similar circumstances by internal as well as external societal
and fiscal forces (Kusek & Rist, 2004). It is every government’s wish to match the expenditure
patterns and framework with a focus on public policy. Due to this, it is crucial for all public
organizations to engage in evaluating their M&E. Therefore, assessing the organizations’ M&E
Outputs with an intention of realizing targeted outcomes that are important in making economic
judgments in all public institutions. According to this study Performance of M&E system was
measured in terms Decision making policy, accountability and lastly Learning and
development .Tracing back in the 1990s the donors designed and supervised programs towards
the end of the cold war period when trade and private investments were gaining ground, they
made sure projects receiving their aid are achieving objectives to justify or give accountability
for the aid.

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In 1965 the international project management association (IPMA) was formed in Vienna, Austria
as a body for managers to share information with vision to foster project management and
sharing knowledge to promote learning and continuous development. In 1947, Herbert A Simon
in the decision making theory suggested that decision needs to be taken in appropriate time lest
the organization targets can be affected. He also notes that decision making involves three stages
ie identification the problem, identification of possible solutions for the problem and lastly
choose an alternative from those listed. Peter, (1990) described the learning and development
aspect of M&E as to where staff members of institutions continuously improve their ability to
perform at optimal capacity in turn extensive ways of thinking are promoted and group ambition
is fostered, similar to cases where staff members regularly practice how to learn and think as a
whole. In 2013 Tannelhill affirms the concept of continuous learning results into update of
knowledge of the employee, update of skills, attitude and approach to work, exchange of
information and expertise amongst employees and helps weak employees rise to better.
1.2.2 Theoretical perspective
This study is premised on the institutional theory developed as early as late 1970s by John Meyer
and Brian Rowan as a way to investigate in what way organizations fit within a linked global
context (Meyer, 1977). The theory is based on salient assumptions such as institutions being
characterized by inertia, with administrative structures composed of standards for societal
behavior, communities adhering to these rules being given rightfulness as a requirement
supporting their existence. Institutional theory seeks to explain how institutional practices,
regulations, laws, and procedures affect people's behavior, institutional acts, and decision-
making techniques (Brammer, 2012). Renowned scholars like Cooley and Mead, Marx and
Weber, Veblen, and Commons have over time contributed their ideas to this theory, which
reframes institutions as consisting of regulative, cognitive, and normative structures as well as
activities that give social activity stability and purpose Scott et al. (2005).
The theory is a background for examining organization occurrences as it acknowledges that
forces from both internal and external backgrounds are key factors of an organization’s success
in performance M&E inclusive, it goes on to assert that for an organization to perform it ought to
put institutional factors into consideration (Scott et al, 2002). The cognitive arrangement, or
constructivism, refers to degrees of knowledge and access to public information, whereas the
regulative structure rests its judgments on already-existing rules, laws, and regulations as well as

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government policies. Normative groups usually establish the common norms, such as gender
roles, that are desirable in a culture (Blasco, 2010).

The theory breaks down institutional factors into elements that provide a guide in understanding
the relationship between M&E systems, Human resource capacity as well as support functions
and performance of different functions of an organization hence laying a suitable ground for
examining how the performance of M&E function at MWE, Luzira is related to institutional
factors. Conclusively, when one understands how the structures of public institutions affect
application of the M&E function, the applicability/significance of the institution theory can be
greatly appreciated.
1.2.3 Conceptual Background
The phrase "institutional factors" refers to all the elements that affect how the organization and
everyone within it behave. Typically, these components consist of formal management systems
including processes for competence, capacity/quality management involving monitoring and
review (Mackay, 2007). I.Fs can as well be viewed as internal or external factors influencing
human capital behavior and the organization as a whole (Klovienė, 2012).
M&E Systems involve all activities carried out during or after a project to determine, define,
choose ,gather, analyze and use data to realize organizational goals (Joshua, 2018). Similarly
M&E systems comprise of twelve main components so as to operate beyond average to achieve
the desired results (Hardlife & Zhou 2013). Among them are administrative arrangements with
M&E function, human capacity for M&E ,partnerships for planning coordinating and managing
the M&E system, M&E frameworks/logical framework, M&E work plan and cost,
communication advocacy and culture for M&E, routine programme monitoring, surveys and
surveillance, national and sub-national databases, supportive supervision and data auditing,
evaluation and research ,data dissemination and use (Joshua, 2018).
Human resources capacity covers employee’s abilities and attributes to achieve organizational
goals, (Ohemeng, 2009). The attributes adopted for this study was considering their knowledge,
skills, attitude and numbers
Supporting functions in regard to institutional factors embrace supplementary factors that backup
operational activities of an organization to ensure achievement of desired outcomes (Malei,
2015). The S.Fs attributes adopted for the study was substantive ICT backbone, financial
capability as well as policy and legal framework.

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M&E effectiveness according to Hardlife & Zhou (2013) may be evaluated in relation to
elements of performance of the M&E function. Traditionally, M&E performance is analysed
basing on the Development Assistance Committee (DAC) criteria of efficiency, effectiveness,
sustainability, impact and relevance. In regard to this study, performance of institutions M&E
function was analysed on accountability, decision making policy and learning and development
aspects.

The Zeal Acceptance of obligation to carry out a responsibility, be answerable for

decisions ,actions and outcomes constitutes accountability (Spell, 2015). The process through
which an individual, group, or organization decides what future activities to pursue given a set of
objectives and limitations on available resources also referred to as decision making is
considered part of the M&E function (Russo, 2017). Peter (1990) described the learning and
development aspect of M&E as where staff members of organizations continuously improve
their ability to perform at optimal capacity in turn extensive ways of thinking are promoted and
group ambition is fostered, similar to cases where staff members regularly practice how to learn
and think as a whole. Tannehill et al. (2013) affirm that the concept of continuous learning
results into update of knowledge of the employee, update of skills, attitude and approach to
work, exchange of information and expertise amongst employees and helps weak employees rise
to better.
1.2.4 Contextual Background
MWE has the overall mandate as established on 15th April 2007 for supervising and controlling
water and related physical surroundings habitats. The MWE is accountable with the obligation of
determining priorities for water resources development and management through approved
policies. In order to ensure performance of the supervisory/M&E function, the MWE adopted
standard M&E practices paying attention to institutional variables such M&E systems ,human
resource capacity and support functions (MWE Sector Performance Report, 2020) .

Despite the adoption of well-structured M&E practices at the MWE, the supervisory function is
still characterized by a weak M&E system with inappropriate work plans, delays in reporting,
poor quality reports, unutilized findings, insufficient financial resources, and inadequate skilled
human resource (MWE Sector Performance Report, 2020),as a result, this leads to poor decision
making, lack of accountability and insufficient Continuous Professional Development (CPD).

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The MWE's execution of M&E functions will therefore continue to be wanting unless such
issues are resolved. This establishes the rationale for this study, which will look into how
institutional issues affect the efficiency of the monitoring & evaluation Function at MWE.
1.3 Problem Statement
Monitoring and evaluation as an administration strategy is used in establishments of both public
and private institutions including civil society organizations to guarantee quality of services
(Ministry of water and Environment, 2018). An ideal M&E system involves setting up program
objectives and creation of performance indicators. This involves an M&E plan which might call
for a theory of change setting out desired changes which may later be applied as a basis for
M&E. Relatedly best M&E practices suggest that the plans and frameworks are designed to be
adjusted and adapted as need be over time (Simister, 2019). Data ought to be collected and
analyzed using the suitable methodologies to produce reports used by internal or external
stakeholders. An effective M&E function necessitates a sufficient number of skilled employees
who are well-trained and have a positive attitude, which highlights the need for the appropriate
HR to manage the M&E (Odhiambo, 2013). M&E Systems and HR requirement necessitates a
suitable environment to thrive with proper ICT systems for efficient data processing/storage with
a dedicated budget to fund this backed by substantive legal framework (Simister, 2019).

Despite the adoption of well structure M&E practices in the MWE, such practices do not meet
their expected functionalities. MWE M&E department is still characterized by inappropriate
M&E Work plans, delays in reporting, poor quality reports, unutilized findings, insufficient
financial resources, inadequate human resource personnel which is over whelmed by workload,
therefore not in position to deliver as expected (MWE Sector Performance Report, 2020). These
gaps lead to poor decision making, lack of accountability and insufficient Learning through
continuous professional development (CPD). If the shortcomings identified in the Human
Resources Capacity are not addressed, service delivery will remain a myth and the M&E
function may not perform as expected. This is due to the fact that most of the activities in the
section are hands on and controlled by HR Personnel indicating that their(HR) absence in terms
of numbers and inappropriate attitude combined may negatively affect the whole organization’s
M&E function (Ministry of Water and Environment, 2020).

6
Similarly, the failure to equip human resources with the necessary skills negatively affect the
learning concept hence leaving a chance for poor performance of the M&E Function.
Additionally, where the weakness regarding limited funding is not addressed, most activities like
monitoring and evaluation, collection of data, analysis and dissemination will retard the M&E
Function. Further still, the inappropriate policy and legal framework guiding the M&E fraternity
may compromise the HR accountability expectations since employees are aware of the loopholes
in the system. Consequently, the investigation will examine the effect of institutional factors and
how each of these factors impact on the M&E operationalization function at the MWE.
1.4 Purpose of study
To assess the influence of Institutional Factors on performance of Monitoring and Evaluation
Function at MWE.
1.5 Specific Objectives
i. To determine the influence of M&E systems on the performance of the M&E function at
MWE.
ii. To determine the extent to which Human Resource capacity influences the M&E function
at MWE.
iii. To assess the relationship between Support functions and performance of the M&E
Function at MWE.
1.6 Research Questions
i. How do M&E systems influence performance of the M&E Function at MWE?
ii. To what extent does Human Resource capacity influence the performance of the M&E
function at MWE?
iii. What is the relationship between Support functions and performance of M&E function at
MWE?
1.7 Hypothesis of the Study
The study will test hypothesis as follows;
H1: There is a significant relationship between M&E systems and performance of M&E function
at MWE?
H1: There is a significant relationship between Human Resource Capacity and performance of
M&E Function at MWE

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H1: There is a significant relationship between Support functions and performance of M&E
function at MWE

1.8 Conceptual Framework

Independent Variable
Institutional factors

M&E System
Planning
Data management
Dissemination Dependent Variable
Use of findings

Performance of Monitoring
and evaluation function
Human Resource Capacity Decision making policy
Knowledge Accountability practices
Skills Learning & development
Attitude
Numbers

Support Functions
ICT
Finance
Policy & Legal frameworks

Adapted from Kirunda, (2016) and edited by the researcher to demonstrate the relationship
between I.Fs and performance of M&E Function.
Figure 1.1: Correlations between Institutional Factors and performance of M&E Function

The conceptual framework depicts relationship between the different indicators of the
institutional factors namely M&E System, HR Capacity and supporting functions, of M&E
functions performance measured by decision making, accountability and learning. It is
conceptualized that institutional factors explain the variations in monitoring and evaluation’s

8
function performance in public institutions in Uganda. This is based on an assumption that M&E
systems in public institution can be sound with well-equipped Human Resource capacity and
favorable support services. For that reason, public institutions would conform to proper and
timely decision making, accountability and transparency, and learning would be evidenced.

1.9 Significance of the study

Government officials, legislators and other policy makers maybe enlightened on importance
institutional factors in regard to upcoming projects like petroleum industry.
The study may also advance our understanding of institutional dynamics and M&E function
performance. In general, the study might assist the public sector as a whole in comprehending
the significance of institutional elements and M&E function towards accomplishment of
Organization aims/objectives.
Study outcomes were used by future researchers as basis of literature review for which more
researchable gaps was identified. Scholars used the findings by formed by this study regarding
how institutional factors and their association with M&E Function to uncover areas that would
not have been addressed.
The results of the study are hoped to guide managers at strategic level to design frame works that
would incorporate institutional factors in their plans so as to set realistic goals.
Using our findings as reference, it is hoped that foreign investors willing to invest in
Environment activities was aware of operational factors to give attention and their impact on the
Water & Environment industry performance in general.
The results of the study are hoped to prepare M&E officers to judge the institutional factors and
make an effort to work around them to achieve the expected organization performance
1.10 Justification of the Study
The investigation intends to evaluate the contribution of Institutional factors in regards to
performance of M&E Functions in the Public sector with emphasis on MWE. It is therefore
imperative to evaluate the impact of institutional factors on performance of M&E Function
among public institutions. Much as a number of M&E projects and programs have been
implemented in the MWE, their performance has still been compromised for not meeting the
expectations of the parent organization (MWE Sector Performance Report, 2020). This is
attributed to the inadequacies in the application of institutional factors into play so as to achieve
the intended goal or full functionality of the available M&E programs and projects conducted by
9
MWE. The inapplicability of IF manifests into poor decision making, inadequate accountability
of HR and insufficient learning opportunities hence limiting M &E functions performance at
MWE. This could exist due to the weak M & E systems with in appropriate work plans,
improper reporting, and poor quality reports, unutilised findings, insufficient financial resources
as well as inadequate skilled and experienced human capital. Therefore, the study findings may
enlighten M&E officials on the need for the precise consideration of I.Fs into play so as to check
the outcomes of M&E functions at MWE.
1.11 Scope of the Study
This segment included Geographical, Time and Content scope, this is important as it provides the
boundaries and or limits of the study as justified accordingly.
1.11.1 Content Scope
The study focused on Institutional factors as independent variables i.e. M&E systems, Human
Resources Capacity and Supporting functions like ICT ,Finance, Policy and Legal areas that
determine the proper function of M&E in key areas of performance in the Public sector.
1.11.2 Geographical scope
The study was done at MWE offices located at Luzira on Port Bell Road; this is because it’s
accessible and houses many staff members who will provide the required information as
respondents.
1.11.3 Time scope
The study covered a period between 2015 and 2022 so as to deeply analyze the problem of study.
This period was selected as that’s the period M&E is considered to have already been popular
and institutionalized in public sector.
1.12 Operational Definitions
Institutional Factors refer to rules, norms and routines that influence behavior.
Performance refers to the outcomes of a given project measured against preset standards of
organization.
M&E function refers to the act of putting monitoring and evaluation practices into place.

10
 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction
Literature review stands for documented summary of previous as well as current forms of
information collected from secondary sources and materials such as text books, journal articles,
these and other kinds of materials on a certain research. It presents a survey and discussion of the
literature in a given field of study,(Gorman & Macintosh, 2015). This chapter will present a
review of related literature about institutional factors and performance of M&E Function
beginning with a theoretical review.
2.2 Theoretical Review
A theory is a collection of assumptions, accepted facts and propositions explaining a cause-effect
relationship (Lynham, 2002). Institutional theory will underpin this study. In this study, the
independent variable is Institutional factors while Performance of the M & E function is the
dependent variable.
2.2.1 Institutional Theory
Institutional theory which was advanced by John Meyer and Brian Rowan (1970) will inform the
study. The researcher notes that this theory may look into the aims of the study in comparison
with other theories such as results-based management and theory of change. This theory was
developed by John Meyer and Brian Rowan in the late 1970s as a way to study in what manner
organizations fit with in a linked global context (Meyer, 1977). According to Lévesque (2013),
institutions are literally just rules of the game that regulate social interactions and human
conduct. These rules can be formal legal regulations or informal social norms. The theory is
based on three salient assumptions these are; Organizations are administrative structures
symbolizing regulations for societal conduct, secondly institutions and groups/individuals
compatible to these regulations are given acceptability leading to their continued existence and
lastly organizations are associated with inaction.

The theory thus clarifies how institutional policies, rules, laws, processes, and practices affect
people's behavior, institutional acts, and decision-making tactics (Brammer, 2012).

This theory has been developed over time by well-known academics such Cooley and Mead,
Max and Weber, Veblen, and Commons. By redefining institutions as consisting of regulative,

11
cognitive, and normative structures and activities that give social behavior stability and purpose,
Scott (2005) highlights the contributions of the founders of institutional theory.

Levels of knowledge and accessibility to publicly available information are related to the
cognitive structure, or constructivism. Normative institutions frequently erect accepted notions,
such the appropriate gender roles in a culture (Blasco,2010). The study concludes that
understanding how public institutions' regulative, cognitive, and normative frameworks affect
how the M&E function is carried out would help one fully appreciate how relevant and important
the institution theory is to the goals of the study.

According to Kraft & Furlong (2018), institutional theory was examined by public policy in
terms of legal and formal structures, with a focus on a thorough understanding of social
structures. It was also said to have examined norms, rules, and schemes as authoritative
examples of appropriate behavior. The institutional theory was thus pertinent to the study since it
identified the key institutional concerns that, if taken into account, would result in improved
M&E program performance at MWE.

2.3 Conceptual review

It is significant to understand "monitoring" &"evaluation" as conceptual foundations of the M &
E function. The term "monitoring" refers to the ongoing assessment of processes, plans, policies,
programs, and activities. In order to do this, data must be regularly collected and interpreted.
According to Seasons (2003), Monitoring is a planned exercise of recording of performance
elements showing whether or not an activity is operating in accordance with its intended purpose
or a set of acceptable standards. Studies (Weiss, 1998; Msila & Setlhako, 2013) define
evaluation as “the systematic assessment of the operation and/or outcomes of a program or
policy, compared to a set of explicit or implicit standards, as a means of contributing to the
improvement.” Any evaluation's primary goal should be to assess programs applicability,
effectiveness, in order to recognize the importance.

12
2.3.1 M&E Systems and performance of the M&E Function
Without an M&E framework, local area-based projects are impossible to carry out. Regular
information collection, analysis, reporting, and dissemination contribute to a project's
sustainability. If developed in collaboration with all key stakeholders, it encouraged
participation and increased ownership of a project, resulting in sustainability (Muhayimana &
Kamuhanda, 2020). Because they affect the M&E plan, instruments for organizing desired
outcomes, also known as measurable development changes, such as result frameworks or log
frames, need to be consistent. The M&E plan, which incorporates a portrayal of the means
important to assemble relevant information on the laid out pointers, techniques, and instruments.
The M&E plan, which is used to deliberately arrange the assortment of specific information that
were evaluated, depicts the roles and responsibilities of partners. To work with ongoing proof
based independent direction, it guarantees that appropriate advancement and execution data is
consistently gathered, handled, and investigated; the various approaches to monitoring (such as
reviewing and collecting regular input and output data, process monitoring, and participatory
monitoring), evaluating (such as questionnaires, FEA, impact evaluation, and so on), and so on;
and the Management Information System, a data repository that is well-organized and frequently
dereferenced, making it easier to manage significant numerical data about the project/plan and
the analysis.
Project planning, as stated by Kabeyi (2019), is the primary function that sets the stage for
subsequent project activities. It "fills and afterward lights" the driving force of the acquisition
technique. Hussein (2020) defines venture planning as the process of determining what an
organization requires for a project, when to obtain it, and how much money to provide to ensure
that the project goes according to plan. Villazón et al (2020) state that the project's objective for
is to deliver high-quality goods and services in specified quantities to the appropriate location at
the appropriate time through open and fair competition. To secure such labor and products at
costs that are cutthroat, exact planning and the inclusion of various partners are required.
Joshua, (2018) noted that, systems which apply implementation focused M&E by default and
design handle organization expectations which demands output, and in turn commands
responsibility leading to service delivery in the M&E Function, However, this technique has
certain noted flaws, including the consideration/concern where beneficiaries such as policy
initiators and other strategic parties in project initiatives are not informed about the possible

13
outcomes of the initiatives or projects. Hence appears likely among noted primary causes of the
technique’s declined popularity within both the evolution industry and the administration
fraternity at large. As a result, from the start of the twenty-first century onward, the preference
shifted to RBM&E System that conquered field wise. Questions that can be answered by the
Results based monitoring and Evaluation system include; what is the objective of the program?
Is it being realized? If yes, how can this be determined /confirmed. In contrast to implementation
focused M&E systems, RBM&E systems put a higher focus on impacts rather than just inputs
and outputs. On the basis of their capacity to tell the success or unsuccessfulness including the
consequences/outcomes of the program, RBME system becomes the preferred choice of M&E
systems as it has successfully filled the gaps in the earlier strategy, by doing this, the output of
the M&E function has been improved.
2.3.2 Human Resource Capacity and Performance of M&E Function
This includes the capacity of M&E human resources and the endurance of school WASH
projects. By conducting human cutoff evaluations and tending to limit openings through
coordinated limit improvement programs, the focal point of the M&E structure, according to
Ndombi, Kyalo, and Mulwa (2020), comprehends the capabilities and limitations of the M&E
system's individuals. Gamba et al (2020). The framework for a functioning M&E system
stipulates that staff members who are dedicated to M&E must also possess the required skills.
M&E HR activities include, but are not limited to, formal preparation, in-administration
preparation, tutoring, training, and temporary positions. The availability of a sufficient number of
human resources capable of handling the M&E system is critical to its long-term viability. In
addition, "developing" evaluators necessitate significantly more specialized training and
development in situated M&E than is typically feasible with a small number of studios.
People who don't know enough or aren't prepared enough will probably waste a lot of time,
spend a lot of money, and come up with results that won't be useful or relevant. This had an
impact on the project's success (Akanbang & Bekyieriya, 2020). Fleming (2018) identifies
inadequate monitoring and evaluation systems as one obstacle to organizational development in
his evaluation of Pacific CSOs. Additionally, it is necessary to take into consideration the lack of
resources and opportunities for staff technical skill training. Also, even though CSOs aren't set
up to have very confusing observing and evaluating structures, they should still be able to use
observing, checking, and evaluating systems on a fundamental level. M&E outcomes are

14
anticipated to be achieved through significant involvement with human resources. It is necessary
to have human capital assets in both quantity and quality for M&E; HR strategies are required to
establish and maintain a stable M&E (Muchelule et al., 2020).
A significant obstacle to selecting M&E practices is employee incompetence. M&E experiences
issues making networks of supportable outcomes and exhibitions since it is another undertaking
the board instrument. Expert M&E experts, M&E framework limit building, task the board
courses, and dependable specialized assistance are in high demand, according to Nasambu
(2016). A clear job description and a title that reflects the skills of the project's human capital are
essential. A consensus should be reached on the training and evaluation requirements for the
necessary skills if they are inadequate. On-job supervision is required for projects that involve
staff members who have been sent to the field to work and complete project tasks on their own.
According to Rumenya and Kisimbi (2020), the field staff requires the affirmation of the board
backing to truly do the endeavor on an ordinary reason. One of the most pivotal parts of fostering
a worker's abilities and capacities is the real hierarchical needs on the representative's
improvement, either personally or as a specialist co-op to the organization. A self-fulfilling
prophecy of increased employee output is created by the organization's acceptance of the
opportunity and subsequent increase in expectations.
Because it helps with the interaction and management of the M&E systems, practical M&E
training is essential for building personnel's capacity. The most crucial phase in M&E
preparation, according to Sulemana, Musah, and Simon (2018), is a's comprehension group's
ability to interpret the M&E hypothesis and the associations between the task hypothesis of
progress, the outcomes structure, and related markers. A successful monitoring and evaluation
practice requires skills; the staff must receive fundamental evaluation training. In order to have
enough dedicated monitoring and evaluation staff, these project evaluators need the appropriate
M&E skills for project performance evaluations.
Sulemana and others (2018) claim that Malawi's monitoring and evaluation system would not
have been able to be implemented without a sufficient budget and capable staff. The majority of
monitoring and evaluation staff members are given tasks that have nothing to do with monitoring
and evaluation, resulting in a clear imbalance in their use. As a result, it is more difficult for
them to concentrate on project-related M&E work. Unfortunate checking and assessment is the
aftereffect of their absence of time to completely deal with the interaction and advance its

15
utilization (Ndombi, Kyalo, and Mulwa, 2020). A well-balanced distribution of work
responsibilities is necessary for the monitoring and evaluation system to produce high-quality
results. This guaranteed that competent employees were given this job. As a result, they were
committed to achieving the anticipated priorities and goals.
2.3.3 Support Functions (S.Fs) and Performance of M&E Function
Research discoveries show a correlation concerning support functions as well as output for the
M&E function. SFs are aides to performance that contribute to the main purpose and include,
Human Resource Training and Development, Finance, Auditing, Legal, accounting and ICT
(Information Communication & Technology) among others. The study will mainly interrogate
ICT, Finance and Legal support functions hence review existing literature to examine the
correlation S.Fs have towards organization’s monitoring & evaluation.

ICT is regarded as a way for organizations to compete or provide services that are above average
on a global scale with improved efficiency (National ICT Policy,2014). This is because
organizations can adopt innovative strategies to realize improved organizational performance,
and through this learning will take place and improve performance of the organization as well. In
connection with this, technical assistance is being given to the majority of MDAs in the creation
of OSC website (One stop Centre). By facilitating MWE information access and lowering the
cost of doing business, the OSC will increase service delivery. Specialized input as well was
given for the setting up more than 20 eGovernment schemes, as well as the fusion of nationwide
systems and data banks, automated systems, e-Procurement to mention but a few, this will in turn
support timely service delivery in the different MDA MWE inclusive . ICT as well facilitates
research and through this there is guaranteed exposure to knowledge on better ways to deliver
service (National ICT Policy, 2014) and once the staff has positive attitude, the research findings
will enable staff in organization to make better and informed decision. ICT through systems
software used by organizations helps in checking staff operations both internally and externally
this improves on accountability since the systems are able to produce many kinds of reports say
expenditure, software usage and this in turn improves on accountability (Uganda Vision 2040,
2007). Information communication and technology supports organizations to introduce new
products, come up with new ways of service delivery leading to service focused operations ,it
also enables organizations to respond to societal evolutions more relevantly hence better and

16
broad service across all sectors . Organizational outcomes are positively enhanced and coverage
of service is widen/recognized (Chege et al. 2020).

For reference to this particular investigation, the study observes that all financial inputs required
implementing monitoring and evaluation operations inside the organization, also known as the
financial plan(budget) for the M&E Framework, are here included apart of (National M&E
Policy, 2014). According to the Global Fund, 5 to 10% of the organization's or projects overall
budget should be set aside for M&E functions. Work plans may contain activities as well as
budget covering period of one two years; however this section ought to have a budget that covers
activities in the M&E Plan for five years. Financial resources of any organization should be put
to their expected use, should not be diverted since this impairs the role or function (Nuwatuha,
2021). According to Act 3 Public Finance Management (2015) there should be well known
documented procedure for access to funds and management of the same, this will promote
accountability for the allocated funds in form of service delivery, where it’s not the case that’s
where probes are instituted..

Policies and practices should help preserve a record of all operations carried out at all times, this
acts more like a crucial template regarding future reference of what is currently taking place. The
document is a crucial tool for outlining aspects of accountability and guaranteeing decision-
making is based on correct financial data. The paper ought to function as an operative tool
/resource for instruction targeting both new and current personnel, teaching them and offering
recommendations to assist regular operations and procedures (The Uganda Public Finance
Management Regulations, 2016). According to Nuwatuha (2021), there should be a budget at the
MWE for Learning, this is because, staff requires continuous refresher learning activities like
workshops, briefings, motivational talks, these in turn will motivate the staff into proper
performance including those in the M&E function.
Concerning the legal and policy framework, this section will make an effort to analyze the laws
and policy frameworks governing M&E function at public institutions (MWE primarily).
National M&E Policy, (2014) lays out a framework for enhancing the scope, value, and
usefulness of the assessment of public guidelines and investments. The researcher believes this
may improve the M&E function/practice at MWE. This policy chosen tries to analyze the flaws
in the legislation and administrative processes with a target of tracking and evaluating the

17
performance of public policies and investments. The M&E arm of government states that one of
the many goals of this policy is to improve the basis for decision making in public institutions
(MWE) so that decisions about public policy and programmatic decisions are made on the basis
of evidence. To strengthen accountability for government policies and programs (National M&E
Policy, 2014) ,the Policy also advocates for integrating M&E into MDAs' management
procedures, which creates responsibility.
Among South African NGOs, there was a widespread adherence to the logical framework as a
foundation for evaluation and reporting with its use as a planning tool locking organizations into
established timeframes and specified outputs. These rigid timeframes of project funding and
LFAs is not in accord with the complex uneven nature of development work. Furthermore,
quantitative rather than qualitative indicators could be advantageous as they were easily
measured to demonstrate success while qualitative measures of how much was understood or
subsequently used were largely avoided (Bornstein, 2006:5). The task of monitoring and
evaluation becomes significantly more challenging as one moves up the log frame and emphasis
shifts from performance monitoring to results measurement. Moreover, working at the top end of
the results chain is a question less of monitoring indicators than of systematic analysis of
available evidence which can be a very data-intensive exercise, especially since such higher-
level indicators become increasingly costly to collect and complex to analyze ( Muchelule et al.,
2020). The focus is often the logical framework; to look at the expected achievements laid out in
the matrix rather than the work itself. In theory, Bakewell and Garbutt argue, that the logical
framework can be revised through the programme cycle and changes made at least to the output
level However, this rarely happens in practice.
A study by Businge in the Rwenzori region of Uganda, (2020) found that donors rarely operate
outside the log frame approach where they are boxed in results that are put in the project log
frame, and yet the situation on the ground might sometimes affect the achievement of some of
the results, hence requiring some aspects of the project to be changed. Therefore, any suggested
changes by the implementing organizations had to go through prolonged to and fro
communication over the changes. A critique to this argument, however, is that the log frame
brings significant benefits for a range of stakeholders while their longevity suggests that, to a
great extent, they meet the needs of powerful decision-makers in development organizations

18
(Jacobs, Barnett & Ponsford, 2018). Furthermore, they simplify complex social situations and
make them relatively easy to understand, linking budgets to actions and expected results while
also providing a tool for setting measurable goals, the basis for assessing performance towards
them and for holding implementing organizations or staff to account.
NGOs adapt to the variety of log frames as well as templates for the narrative/technical and
financial reports used by funding agencies which is an added complexity to the use of the log
frame. Moreover, the variety of log frames used and disseminated by international agencies,
require that counterparts learn not only how to work with a particular type of log frame but how
to work with other various types of log frames (Martinez, 2019). The choice of appropriate
indicators is an art, requires experience and skill involving a thorough understanding of the
information needs of project management and information users at different levels. Furthermore,
choosing indicators requires knowledge of how best to obtain and analyze data for the indicators
and of the limits imposed by both costs and techniques. Input and output indicators are easier to
assess than effect or impact indicators, but the lower level indicators only provide an indirect
measure of the success of a project (Barton, 2020). With reference to the standards, the worth of
an indicator (or a set of them) is to facilitate systematic inquiry through collection, analysis and
interpretation of accurate and relevant data.
According to Grove and Zwi (2019), the log frame contains a natural bias towards quantification
in that the matrix demands objectively verifiable indicators, forcing projects to consider how
they will measure progress towards intended outcomes. While setting clear objectives and
identifying ways of measuring these from the outset helps management and other stakeholders to
identify where the project is succeeding or failing, this emphasis on the measurable also
represents a crucial weakness. In particular, Grove and Zwi (2019) argue that relationships
between people (both internal and external to the project) and process issues (how the project is
undertaken) are likely to be neglected, with attention focused on the most tangible outputs, such
as clinics built or vaccinations administered.
2.4 Summary of Literature Review
Reviewed works suggests that a functional M&E may require an organization to pay attention to
institutional aspects. The failure to pay attention to the many institutional factors, notably those
in this study, constitutes a major barrier in implementing a healthy dynamic monitoring and
evaluation function in public organizations.

19
It is acknowledged that numerous studies on institutional variables and M&E Function
performance have been carried out, and numerous researchers have demonstrated existence of
correlation concerning institutional elements then Monitoring and evaluation function (Mackay,
2006) and (Oryem Joseph Peter Achire, J. M. O. Tukei, Lyn Tukei,2021) indicate that
organizations or projects that pay attention to institutional aspects tend to outperform those that
do not put them into consideration.
However, despite earlier findings, performance in regard to monitoring and evaluation function
in particular remains of major concern at MWE, An updated Sector Development Plan and
institutional factors management plan to be followed by MWE on how to manage institutional
factors is yet to be developed MWE Sector Development Plan, (2018). It is therefore necessary
that a study on effectiveness of Institutional factors management strategies is carried out.
Secondly the studies reviewed were carried out previously in years of 2021 and below.
Currently, this is 2023 with advancement in technology and post Covid 19 recovery approaches
most of the literature lacks empirical evidence. Thus, this investigation is crucial in weighing the
progress the existing Institutional factors management dimensions in the management world and
what MWE has in place. This will disclose new M&E perspectives and more importantly on
institutional factors and performance of M&E Function.

This study will attempt to fill the gaps identified namely: poor M&E systems with in appropriate
M&E work plans, delays in reporting, poor quality reports and unutilized findings, in adequate
human resource personnel and lastly insufficient funding.

20
 CHAPTER THREE
METHODOLOGY

3.1 Introduction
The main processes and steps that are to be used to carry out the study/investigation are
presented in this section. The topics addressed are: study design, sampling and determination of
sample size, study population, sample techniques & their procedures, gathering of data, data
gatherings tools, data organization and analysis, measurement of variables, and ethics concerning
the investigation.
3.2 Research Design
This means the method and all activities applied to collect study information from the target
population at any given time and from a sample that is chosen from a particular population for
compiling and examining data (Islamia, 2016). This study adopted a cross sectional survey
design. A cross sectional design refers to a research design where the researcher collects data
from different respondents at the same time (Setia, 2016). It fosters collection of data from a
chosen sample at once in a short time. This is because of its snap short nature targeting how the
phenomenon exists rather than tracing events which saves a lot of time. Furthermore, it gives a
wide and inclusive coverage as it involves attaining a panoramic view of the situation at the time
of study (Denscombe, 2017). In addition a mixed methods strategy using qualitative as well as
quantitative methodologies is to be applied in the investigation.
The qualitative method includes extensive inquiry and the utilization of data that has been
evaluated subjectively whereas quantitative methods involves strategies for conducting studies
that are focused on quantification (Creswell, 2014). Applying qualitative and quantitative
methods (mixed methods) approach helps to neutralize the biases and weaknesses that reside in
both qualitative as well as quantitative data (Creswell, 2014). However, qualitative data as
applied in this study was obtained through interviews guides containing open ended questions
whereas quantitative data was obtained through administration of closed ended questions
(questionnaire).
3.2 Study Population
This implies total number of elements that can be incorporated in a given study (Kimura, 2020).
The study targeted MWE staff involved in M&E practices comprising of 108 personnel that was
considered as the target population. These included staff from all directorates of water and

21
development, water resources management and environmental affairs, directors, coordinators,
managers, and officers. Therefore, it is from these subjects that the sample size was selected for
inclusion in this study whose findings shall be generalized to the entire population.
3.3 Sampling and determination of sample size
Sampling refers to the process of selecting a small number of elements from a larger defined
target group of elements such that the information gathered from the small group allows
judgments to be made about the larger groups (Hansana, 2011). Sampling was done through the
application of non-probabilistic sampling methods to obtain a sample size for this particular
study. Non probabilistic sampling is where the participants in the target population do not have
any prospects connected to being chosen as a sample subject (Bougie & Sekaran, 2020). This
study hopes to adopt both purposive and convenience random sampling strategy for which every
element in population had a fair prospect to take part in the inquiry.
The non-probability sampling techniques in which units are selected because of the
attributes/characteristics that you need in your illustration are known as purposive sampling. It
helps to select a special group of respondents who can give advantage to the study since such
people are in possession of requisite information (Khalid et al. 2012). However, this was applied
on categories of directors, coordinators and managers because these are believed to be
knowledgeable about M&E systems in MWE. The study applied convenience sampling to gather
information from members who are suitably available to avail it, the investigation applied it
since its cheap and easy to conduct hence was applied on the different officials due to their
accessibility at the Ministry.
3.3.2 Sample size
This is a subset of the target population (Taherdoost, 2017). It allows for data collected from the
sample to be judged about the larger groups (Hansana, 2011). Given this particular study, a
sample size was reached at based on Krejcie and Morgan's table of sample determination of
1970. This table (attached as appendix V) was used to determine the number of elements for
representation of the entire target population and sample size was as presented in the table below.

22
Table 3.1: Showing Population and Sample size

No. Respondents Target Population Sample Size Sample Technique

1 Directors 3 3 Purposive
sampling
2 Coordinators 5 5 Purposive
sampling
3 Managers 25 24 Purposive
sampling
4 Officers 75 59 Convenience
Sampling
Total 108 91
Source; Krejcie & Morgan 1970
3.4 Data Collection Methods
Data collection refers to the process of gathering and analyzing information on relevant variables
in a programmed, systematic way to enable one respond to specific research questions, test
hypotheses, and assess results (Denscombe, 2017). It involves gathering information regarding
indicators using certain tools/methods (Megel & Heermann, 1994). These methods can be used
to collect data from either primary or secondary sources for analysis. Primary data sources in the
study was gathered by the researcher himself using Questionnaire and Interview guides while
secondary source is that that already exists or collected by other parties they include M&E
project reports and sectoral performance reports at MWE.
3.4.1 Questionnaire
This is a predetermined group of inquiries to which responses are documented by the participant
in the study (Kumar, 2011). Questionnaires are usually used in gathering of large amounts of
information in a short period of time and their results can easily be quantified. In this study, the
questionnaire consisted of close ended questions about study variables and was self-applied to
the participant by the researcher. The researcher physically delivered the questionnaires to
respondents, give them ample time to comprehend and fill them, and then pick them for the
analysis.
3.4.2 Interview
This describes two persons discussing verbally with the goal of gathering pertinent information
(Megel & Heermann, 1994). The interview approach is effective because it allows the
interviewer to personally visit the field and ask the respondents. Face to face interview was used

23
in the study as it can consequently build rapport and synergies with potential participants and
thereby including them in his network. This helped the study collect additional information from
respondents regarding institutional factors and Performance of M&E function.
3.4.3 Document Review
This is a way of collecting data that involves going through the available records or documents
relevant to the study (Juuso, 2022). The researcher reviewed existing publications of MWE such
as M&E project reports, sectoral performance reports and correspondences to back up primary
findings. This involved application of a document review checklist to gather secondary data
seeking a view of the existing M&E functions in MWE.
3.5 Data Collection Tools
This is a list of instruments applied to collect information to be used in the study (Kumar, 2011).
Information was gathered by means of instruments such as questionnaire survey, interview guide
and a document review check list.
3.5.1 Questionnaire
This refers to a set predetermined enquiries that is completed by the participant to give his
opinion (Roopa & Rani, 2012). Questionnaires should always have a definite purpose that is
related to the objectives of the research and needs to be clear from the outset how the findings
were used. It helps to correct data from several respondents in a short time among other
advantages (Roopa & Rani, 2012). In this context questionnaire comprised of closed ended
questions with items measure on a Five Point Likert scale of values strongly disagree, disagree,
neutral, agree and strongly agree. It is against the scale that respondents were required to gauge
their opinion regarding the phenomenon under investigation.
3.5.2 Interview Guide
This refers to a list containing prior set questions or topics that direct the researcher in the
process of collecting data from respondents. It helps to gather data that was probably not
recorded in the questionnaires (Denscombe, 2017). The partially structured format was adopted
for this study as it gives the researcher flexibility to include questions that may have not been on
the list but are important for better understanding of the topic.

24
3.5.3 Document review checklist
It comprised of a list of all relevant documents deemed relevant for the cross examination during
the data collection exercise. The Documentation Review Checklist guided the study to conduct a
meaningful review of documentation pieces applicable to the inquiry.
3.6 Validity and Reliability of instruments
To ensure data quality, soundness and consistency, test of tools was performed; the test results
had to be at a certain acceptable level.
3.6.1 Validity of instruments
This demonstrates the soundness, legitimacy and relevance of a data collection tool and its
investigation (Kimberlin &Winterstein, 2008). The study employed content validity to ensure
that the chosen tools are capable of assessing what they actually intend to assess. According to
Ayre & Scally (2014), when this formula yields CVR values in a range of -1 to +1, it implies a
strong disagreement and a strong agreement respectively. The Average CVR across items may
use an indicator of overall test content validity. Upon performing the validity tests, the results
that was 0.7 and above was regarded valid for this particular study. Ayre & Scally (2014) further
denote that any CVR value that is above zero (0) simply show that better half of the study sample
agree that an instrument is essential. Lawshe’s formula was used which states that Content
Validity Ratio (CVR) equals to number of relevant items indicating ‘’essential’’ divided by the
total number of tested items.
Number of items declared valid
Formula for CVI =
Total number of items
Table 3.2: Results of content validity for research tools
Dimensions No of Items Relevant CVI
M&E systems 11 10 0.909
Human Resource capacity 10 09 0.9
Support functions 09 08 0.88
Performance of M&E function 03 03 1
Source: Primary Data (2023)
Table 3.2 presents averages of 0.92 and (0.909, 0.9, & 0.88 respectively) on all four variables
had a CVIs that were above 0.7, imply that the tool was validity since it was appropriately
answering / measuring the objectives and conceptualization of the study. According to Middleton

25
(2023), the tool can be considered valid where the CVI value is 0.7 and above as is the case for
all the four variables provided above.
3.6.2 Reliability of data instrument
This refers to the consistence, methodical and regularity of a result (Kimberlin & Winterstein,
2008). Reliability allows to measure the degree to which an instrument or measurement
procedures yield similar results when a study is repeated in a uniform setting (Bolarinwa, 2015) .
To determine the consistency of instruments, the Cronbach Alpha co-efficient was used and it
was measured based on the criteria presented table below. Reliability however was assessed
based on a test-retest technique. This was done through administering similar data collection
instruments to the same group of subjects under similar conditions in varying times.
Table 3.3: Showing Reliability Test Considerations of Instruments

Reliability coefficient value Interpretation

Greater than or equal to 0.90 Excellent
0.80-0.89 Good
0.70-0.79 Adequate
Below 0.7 Less Applicable
(Oktavia et al., 2018)
Reliability of an instrument is determined by ensuring the same group of individuals takes part in
the testing at different sessions to detect the stability of their responses.
Table 3.4: Reliability test results of research instruments.
Dimensions Cronbach’s Alpha
M&E systems 0.745
Human Resource capacity 0.986
Support functions 0.876
Performance of M&E function 0.765
Average Cronbach Alpha coefficient for variables 0.843
Source: Primary Data (2023)
The reliability of instruments was established using Cronbach Alpha Coefficient which tests
internal reliability and the average reliability test result for research was 0.84 which is
recommended as given table 3.4 above.

26
3.7 Data analysis and presentation
Data analysis is the logical process of attaching meaning or endeavor to bring order to the row
data to solve the research questions (Cuschieri, 2021). This study applied quantitative and
qualitative methods for data analysis. Row data cannot be presented in its row form consequently
its thorough analysis that the researcher summarized, manipulate, relate and grade it into
applicable information.
3.7.1 Quantitative Data Analysis
Data from the questionnaires was analyzed using Statistical package for Social Science (SPSS)
Version 26 and presented in form of frequency distribution tables, percentages, mean and
standard deviations. This involved application of descriptive as well as inferential analysis.
Descriptive analysis such as mean, frequency as well as standard deviation and appropriate
diagrams to show the central tendencies and dispersion so as to illustrate the general trend of
results This method is preferred since it helps to condense data to manageable summaries, hence
enabling the research process in identifying data characteristics that enable the researcher to
make correct conclusions (Thompson, 2008), guiding the researcher in identifying and
understanding the relationship between variables.
Inferential analysis was done based on simple linear and multiple linear regression analysis of
statistical data involving determination of correlational relationship between the study variables.
Simple linear regression was used to predict the influence of IV on the DV using a straight line
while multiple linear regression was used to test the hypotheses and establish the significance of
the relationship between institutional factors and performance of M&E function.
According to Drost (2011) , the regression model assesses the influence of all variables using the
expression below, as was applied in this study.
Y= β0 + β1X1+ β2X2+β3X3+έ
In the equation, Y is performance of M&E at MWE; β0 is the regression constant, β1, β2, and
β3, are regression coefficients while X1 is M&E Systems, X2 is Human Resource Capacity, and
X3 is Support Functions while έ is the error of the regression model
3.7.2 Qualitative Data Analysis
This refers to an in-depth explanation of individual’s opinions and reasoning that explain their
behavior. According to Merriam and Tidwell (2016), the qualitative form of analysis answers
the what, why and how aspects regarding a phenomenon under investigation. Creswell, (2012)

27
proposed that the application of qualitative data analysis undergoes through five major stages of
transcription and arrangement, organization, coding, validation and conclusion. These will
therefore guide this study when performing the thematic analysis upon the data which allowed
for flexibility among data sets. Therefore, the researcher familiarized him/herself with the
obtained data as transcription; reading and re-reading of the transcribed data are being done as
well as noting the essential information. Obtained data was further studied, classified and coded
according to the themes.
3.7.3 Measurement of Variables
The study employed both ordinal and nominal measurement types for measurement of variables.
Mugenda and Mugenda (2003) recommends ordinal, nominal and Likert Scales to be used for
measuring variables. Likert Scale will measure Institutional factors and performance of M&E
functions because it is commonly used in social attitudes. Likert scale will measure individual
attitude and behaviors towards a given phenomenon. Common characteristics such as sex,
educational attainment were measured by nominal scale where numbers was assigned for easier
identification. Boslaugh (2012) recommends that personal data of respondents was recorded by
use of interval scale.
3.8 Ethical Considerations
The researcher ensured that participants are informed about how it is voluntary to take part in
the study and free to withdraw at convenience, similarly gathering and recording was carried out
in a means that minimizes harm to participants of the inquiry Vicars et al. (2015) stress the
importance of protecting respondents from harm in any research undertaking both in physical,
social or psychological manner. Informants were kept anonymous by ensuring privacy whereby
names should not appear on the questionnaire. Data gathered shall be kept private and was
strictly for educational use.

28
 CHAPTER FOUR

ANALYSIS, PRESENTATION, AND INTERPRETATION OF RESULTS

4.1 Introduction
This chapter presents the analysis and interpretation of the results according to the objectives of
the study which were; To determine the influence of M&E Systems on the performance of M&E
Function at Ministry of Water and Environment (MWE), to determine the extent to which human
resource capacity influences performance of M&E function at MWE, to assess the relationship
between supporting factors and performance of M&E Function at MWE
4.2 Response Rate
This refers to the number of target persons who indeed responded to the study, if the response
rate was found 50% or less, would imply that the data is inadequate to be analyzed, however if
the response is at 60% it indicates adequate data, of the 91 sample size/target respondents 71
completed the questionnaires, meaning the findings are representative enough for the study. With
the application of questionnaire survey and Interview tools the researcher registered the response
rate as follows, illustration in Table 4.5 here in.
Table 4.5: Table presenting response rate
Method Target Response Actual Response Response rate
Interview 3 2 66.7%
Questionnaire survey 91 71 78%
Total 95 73 76.8%
Source Primary Data (2023)
Given the 91 Questionnaires that the researcher and research assistant distributed, 71
questionnaires were received back giving rise to a response rate of 78%, whereas the research
targeted to interview 3 Directors only 2 were accessed resulting into 66.7%. In total 73
respondents out of the targeted 95 collectively participated in the study, representing a response
rate of 76.8% which is deemed a high response rate and therefore adequate enough for analysis.

4.3 Demographic Characteristics of Respondents

Biodata information of the study respondents is presented in this section .The researcher
collected characteristics such Sex, highest educational level attained, number of years worked for
MWE (experience), current Position held in the organization and discussed as follows.

29
4.3.1 Response by Gender
The study sought details of gender of the respondents because matters of any societal or
economic discipline affect gender in different ways, therefore the gender of the population in the
study was regarded vital, relatedly in regards to analysis performance of M&E Function at MWE
the research picked interest in the same and the results are recorded in Table 4.6 below.
Table 4.6: Response by Gender
Frequency Percent Valid Percent Cumulative Percent
Male 34 47.9 47.9 47.9
Valid Female 37 52.1 52.1 100.0
Total 71 100.0 100.0
Source; Primary Data (2023)
Table 4.6 above shows 52.1% as majority participation being females constituting 37 of the
respondents and 47.9% percent being males constituting 34 members, from the findings this
literally means more females compared to males ,this means that the organization employs more
females than males, however the difference is notably not so reasonable suggesting a good level
of gender balance.
4.3.2 Respondents experience on the Job with MWE
The study inquired on the experience of the respondents on the job at MWE and below Figure
4.2 displays the results from the analysis.

50
45
40
35
30
25 Frequency
20 Percentage
15
10
5
0
Less Than 3 3-6 Years 7-10 Years 10years And
Years Above

Source Primary Data, 2023

30
Figure 4.2: Time worked at Ministry of Water and Environment.
The analysis in Figure 4.2 shows that the majority of respondents comprising 43.7% of the
respondents have worked at MWE for 3-6years, followed by 31% who have worked for less than
3years, of which next is 21% who have worked for 7-10years and last but not least 4.2% who
have worked for 10years and above, this reaffirms that majority of the respondents have worked
with organization (MWE) long enough and have enough information on Institutional Factors and
M&E Performances.
4.3.3 Respondents highest level of education
The study did analyze the respondent’s highest level of education and established as follows.

Masters

Post graduate Diploma

Bachelors Percentage
Frequency
Diploma

A Level

0 10 20 30 40 50 60

Source; Primary Data, (2023)

Figure 4.3: Respondent’s level of education
From the Figure 4.3, the majority of the respondents comprising 49.3% possess a bachelor’s
degree, followed by 29.6% possess a Post graduate diploma ,whereas 16.9% possess a Master’s
degree and lastly 2.8% and 1.4% possess an A level and Diploma certificates respectively. This
information can be interpreted that the majority of the respondents are well educated enough to
provide information relevant to the study.
4.3.4 Respondents by position held at MWE
During the study the position held by respondents was analyzed, this is because the position of
an employee determines the level of involvement in decision making in the organisation and
results are shown in Figure 4.4 below.

31
 Coordinator
19%

Manager
17%
Officer
64%

Source; Primary data, 2023

Figure 4.4: Respondents position held at MWE
The results show that majority of the respondents are officers (63.4%) followed by coordinators
(18.3%) and lastly 16.9% constituting managers, this shows that the study mostly involved
officers who are in direct touch with M&E activities .
4.4 Empirical findings
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analyzed using descriptive statistics, qualitative analysis and testing
hypotheses for the respective findings. For all descriptive findings in this section, item
statements were administered to respondents to establish the extent to which they agreed with
them. The responses were measured on a five point Likert scale ranging from (1 = Strongly
Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5= Strongly Agree). Descriptive data was
analyzed using frequency, mean and standard deviation statistics. It was then collaborated with
qualitative data using narrative and thematic analysis before testing hypotheses.
4.4.1 M&E Systems and performance of M&E Function at MWE
The first objective of the study was to examine the role of M&E Systems on performance of
M&E Function at MWE. The data was presented and analyzed basing on ten (10) statements
which are statistically tabulated and presented in the table below with the frequencies and
percentages according to the responses collected.

32
Table 4.7: Opinions of respondent on M&E Systems and performance of M&E Function at
MWE
SD D N A SA
Statement Mean Std. D
1 2 3 4 5
MWE encourages use of
updated work plans in order to 3.788
0% 10% 18% 55% 17% 0.84372
avoid circumstances that lead to 7
0 7 13 39 12
making inappropriate decisions.
MWE encourages proper
0% 10% 24% 56% 10%
planning to set clear 3.662 0.79181
0 7 17 40 7
targets/expectations
MWE has a strategic plan that
promotes learning through 0% 14% 23% 54% 10% 3.591
0.85486
continuous professional 0 10 16 38 7 5
development.
MWE has a well-structured data
0% 7% 24% 56% 13% 3.746
management system that 0.76938
0 5 17 40 9 5
supports informed decision
Am encouraged to ensure
efficient and effective 0% 7% 30% 52% 11% 3.676
0.77043
management of data at all 0 5 21 37 8 1
times.
I use data in my department as a
0% 7% 25% 55% 13% 3.732
point of reference to improve 0.77382
0 5 18 39 9 4
my skills
I usually disseminate reports
generated in my department to 0% 7% 31% 56% 6% 3.605
0.70668
concerned stakeholders to foster 0 5 22 40 4 6
decision making
I gain knowledge from the
0% 7% 28% 54% 11% 3.690
frequently distributed M&E 0.76703
0 5 20 38 8 1
reports in the MWE
M&E project findings usually
0% 10% 30% 48% 13% 3.633
support decision making in 0.8322
0 7 21 34 9 8
MWE
I usually use M&E project
0% 14% 27% 54% 6%
findings to back up my ideas & 3.507 0.80841
0 10 19 38 4
arguments while reporting
Source: Primary data (2023)
From the above table, notable cases respondents strongly agreed (Mean = 3.7887, Std Dev
0.84372) MWE encourages use of updated work plans in order to avoid circumstances that lead

33
to making inappropriate decisions. Followed by the statement that MWE has a well-structured
data management system that supports informed decision (Mean 3.7465 and Standard Deviation
0.76938),
similarly, it was found out that staff used data in their departments as a point of reference to
improve their skills Mean 3.7324,Std 0.77382 and that staff is usually held responsible for any
data circulated from any forms of their personal accounts ; Mean 3.7324,Std 0.82735, Some
strongly disagreed with the assertion that I usually utilize M&E Reports to gain knowledge 3%,
Some disagreed that MWE has a strategic plan that promotes learning through continuous
professional development and that staff usually use M&E project findings to back up their ideas
& arguments, while reporting 14% disagreed respectively and that staff agreed that they gain
knowledge from the frequently distributed M&E reports.

In trying to examine the role played by M&E systems on performance of M&E function, 66% of
the respondents noted that MWE encourages proper planning to set clear targets, 24% abstained
and not sure whether proper planning exist in the organization. In light of the 66% to some
extent, this shows that reasonable plans are in place at MWE and the same was reaffirmed by an
informed staff in one of the technical offices who confirmed that:

… Indeed a lot is in plan and that already a lot has been done and is still in progress
through regional engagements which feed into the Ministry and with data bases.

Having established the presence of proper work plans, the researcher went ahead to probe on to
find out whether there is a well-structured data management system that supports informed
decision making of which, 69% in response that MWE has a well-structured data management
system, while only 7% disagreed & 24% are not sure, this is a significant number that should not
be ignored. This data findings point to the fact that existing data management system at MWE
supports informed decision making to a large extent.

Similarly in regards to data management, respondents were asked if they make use of data in
their departments as a point of reference to improve their skills; 68% responded positively while
7% disagreed and 25% were not sure, basing on the 68% who confirmed, the researcher
concluded that staff makes use of the data to improve their skills.

34
On the issue of report dissemination posed to the respondents ,they were asked if they usually
disseminate generated reports to concerned stakeholders to foster decision making ; 62% agreed
to disseminating reports to concerned stake holders an act that facilitates decision making
however 31% remained unsure which is quit a big number and whereas 7% disagreed which is a
small portion of the staff meaning that MWE has a culture promoting dissemination of M&E
reports which promotes decision making.

Finally the researcher asked the respondents if they usually utilize M&E reports to gain
knowledge as a concept of performance of M&E function; 62% agreed in affirmative, 24% were
Neutral which is a high number and 14% disagreed which is not so high but not a positive trend,
however since the majority confirmed use of reports to gain knowledge the researcher concluded
that staff at MWE usually make good use of the M&E reports to forester learning and
performance.
4.4.1.1 Correlation between M&E Systems and Performance of the M&E Function.
A Pearson product-moment correlation coefficient was calculated to assess the influence of
M&E system and performance of the M&E function. The outcome has enabled the researcher to
determine the strength and direction of the existing relationship between the variables as shown
in table 4.8 below.
Table 4.8: Correlation
between M&E Systems and Performance of the M&E Function
Performance of Monitoring Monitoring
and Evaluation Function and evaluation
Systems
Pearson
Performance of 1 .421**
Correlation
Monitoring and
Sig. (2-tailed) .000
Evaluation Function
N 71 71
Pearson
.421** 1
Correlation
Monitoring and
Sig. (2-tailed) .000
evaluation Systems
N 71 71
**. Correlation is significant at the 0.01 level (2-tailed).
The table above depicts that there was a significant correlation between the two variables =
0.421*, P = 0.000. It was established that there is a weak relationship between the two variables,
implying that improvements in M&E systems are correlated with improvements in the
performance of the M&E Function.

35
4.4.1.2 Regression Analysis between M&E Systems and Performance of M&E function
So as to gauge the degree to which M&E systems contribute to performance of M&E function,
the researcher conducted a regression analysis between the two variables.
Table 4.8 Model Summary
Mode R R Square Adjusted R Square Std. Error of the Estimate
l
1 .421a .177 .165 .72573
a. Predictors: (Constant), Monitoring and evaluation Systems
The Model summary above provides the r and r square values .The r value represents the simple
correlation which is 0.421, indicating a low degree of correlation. The R2 value 0.177 indicates
how much total variation in performance of M&E Function (Dependent Variable) can be
explained by the M&E Systems (independent variable) of which 17.7% is reasonable.
Table 4.9: ANOVA
Model Sum of df Mean F Sig.
Squares Square
Regression 7.808 1 7.808 14.824 .000b
1 Residual 36.341 69 .527
Total 44.149 70
a. Dependent Variable: Performance of Monitoring and Evaluation
Function
b. Predictors: (Constant), Monitoring and evaluation Systems
The ANOVA Table 4.9 above reports how well the regression equation fits the data (predicts the
dependent variable). The output results below indicate that the regression model predicts the
dependent variable significantly well. This is because p = 0.000, which is less than 0.05, it
suggests that on a whole, the regression model statistically predicts the outcome variable (it’s a
good fit for the data)

36
Table 4.10: Regression of M&E system
Coefficients
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 1.156 .618 1.871 .066
1 Monitoring and
.645 .167 .421 3.850 .000
evaluation Systems
a. Dependent Variable: Performance of Monitoring and Evaluation Function
The study revealed that M&E system as a dimension of the independent variable has a
Standardized Coefficient Beta of .645. The positive results indicate that M&E system accounts
for 64% performance of M&E function. The study results further indicated a significant
statistical relationship between the study variables given that P-value (P=0.00<0.05). The
hypothesis that there is a significant relationship between M&E system and performance of
M&E function is therefore upheld. This means that any change in M&E system leads to the same
change in performance of M&E function at the MWE.
4.4.2 Human Resource Capacity (HRC) and Performance of M&E Function (PMEEF) at
MWE
The second objective of the study was to examine the role of Human Resource Capacity on
performance of M&E Function at MWE. Statements were measured on a five-point Likert scale
where code 1 = Strongly Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly
Agree. The data was presented and analyzed basing on nine (09) statements which are
statistically tabulated and presented in the table below with the frequencies and percentages
according to the responses collected.

37
Table 4.11: Opinions of respondent on Human Resource Capacity and performance of M&E
Function at MWE

Statement 1 2 3 4 5 Mean Std.

SD D N A SA
I always ensure that am well- 2.8% 7% 4.2 70% 16% .
informed which has helped me make 2 5 % 50 11 3.8873 0.85439
the right decisions. 3
I very well know my responsibilities 0% 2.8% 5.6 61% 31% 4.197 .6680
in this organization 2 % 43 22
4
I am subject to continuous 1% 7% 25% 61% 6%
professional development and I 1 5 18 43 4 3.6197 0.76282
usually respond positively to any
programs presented by the
organization
I represent this organization to the 2.8% 4% 13% 66% 14% 3.8451 .82198
public and therefore the way I present 2 3 9 47 10
myself matters
I positively support the idea of 0% 3% 10% 63% 24% 4.0845 .67075
continuous professional trainings and 2 7 45 17
workshops organized by MWE
I usually take appropriate decisions 0% 4% 10% 70% 16% 3.9718 .65404
regarding any task deemed 3 7 50 11
productive to the organization
The working environment provided
by the MWE is favorable/ conducive 0% 4% 44% 42% 10% 3.5775 0.73020
allowing me to take full 3 31 30 7
responsibility for my performance
I participate in decision making 0% 37% 38% 21% 4% 2.9296 0.86724
committees of the organization 26 27 15 3
I am usually held accountable for any 1% 4% 10% 70% 14% 3.9155 0.73186
flaws generated due to my individual 1 3 7 50 10
incapacity to perform as expected in
this organization
In an effort to determine the role of Human Resource Capacity on Performance of Monitoring
and Evaluation Function at MWE, the researcher inquired from the participants whether they
make an effort to keep informed in order to make right decisions, 86% agreed in affirmative,
while 10% disagreed with the state while 4.2% did not commit. The findings implied that the
staff is well informed to a greater extent.
Similarly the researcher probed the respondents whether they very well know their
responsibilities in the organization,92% confirmed positive to the question where as 3%

38
disagreed & 5.6% were Neutral ,it was therefore noted that staff at MWE are in good know of
their responsibilities.
Relatedly the researcher inquired from the respondents if the organization subjects them to
continuous Professional development and whether they usually take part in the same, to this 67%
answered in affirmative where as 6% disagreed and 25% Neutral, this almost corresponded with
fact that while the researcher was reviewing some documents of the organization that is MWE
Sector Performance Report, 2020, it was noted that whereas there is a program for Continuous
professional Development, there still exist a high number of staff 25% who are likely not well
equipped with adequate skills.

Similarly the researcher asked the respondents if they periodically take appropriate decisions
regarding any task deemed productive to the organization, 86% confirmed positive where as 4%
declined & only 10% were Neutral. The researcher went ahead to inquire if respondents
participate in decision making committees of the organization, 25% agreed which is a small
number compared to 37% which disagreed & 38% were Neutral, with this statistics it was noted
that to a greater extent HR was not participating in Decision making committees at MWE.

Further still respondents were asked whether they are held accountable for any flaws resulting
from their incapacity to perform, an overwhelming 84% answered in affirmative, whereas 4%
disagreed and 10% of the respondents were Neutral.
On whether the staff usually turn up for any CPD [programs organized by the MWE to up skill
its employees, majority 81% confirmed to turning up, however this left the researcher wondering
why then staff continue to portray lack of adequate skills in some reports as analyzed in
document review, 7% disagreed with the statement which is a limited number while 8% were
Neutral.
4.4.2.1 Correlation between Human Resource capacity and Performance of M&E Function.
In an effort to answer the second question of the study, a Pearson product moment correlation
coefficient was computed to assess the relationship between Human Resource capacity and
Performance of M&E function. The results were used to determine the strength and direction of
the existing relationship between HRC and PMEF.

39
Table 4.12: Pearson product moment correlation for Human Resource capacity and
Performance of M&E Function
Human Resource Performance of Monitoring and
Capacity Evaluation Function

Pearson
1 .154
Human Resource Correlation
Capacity Sig. (2-tailed) .0200
N 71 71
Performance of Pearson
.154 1
Monitoring and Correlation
Evaluation
Sig. (2-tailed) .0200
Function
N 71 71
**. Correlation is significant at the 0.01 level (2-tailed).

The table above shows a significant correlation between the two variables, r =0.154*, P =
0.0200. It also established that there was a weak positive relationship between the two variables
signifying that improvements in Human Resource Capacity can to some extent be correlated with
PMEF.
Table 4.13: Regression Model Summary

Model R R Square Adjusted R Std. Error of the

Square Estimate

1 .154a .024 .010 .79036

a. Predictors: (Constant), Human Resource Capacity

To be in position to determine the extent (Degree) to which human resource capacity contributes
to Performance of M&E Function, the researcher computed a regression analysis between the
two variables, the model summary table above provides the R (Correlation coefficient) and R
Square Coefficient of determination) Values. The R Value represents the simple correlation
which is 0.154,indicating a low degree of correlation, the R = 0.024 which indicates how much
of the total variation PMEF can be explained Human resource capacity (I.V) of which 2.4% in
this case can be explained ,which is significant.

40
Table 4.14: ANOVAA

Model Sum of Df Mean F Sig.

Squares Square
Regression 1.046 1 1.046 1.675 .0200b
1 Residual 43.102 69 .625
Total 44.149 70
a. Dependent Variable: Performance of Monitoring and Evaluation Function
b. Predictors: (Constant), Human Resource Capacity
The ANOVA table above presents to what extent the regression fits the data (predicts the
dependent variable. The output results below indicate that the regression model predicts the
dependent variable significantly well. Since P=0.0200 which is less than 0.05, it implies that over
all, the regression model statistically significantly predicts the outcome variable (it’s a good fit
for the data).
Table 4.15: Human Resource Capacity
Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta
(Constant) 2.515 .776 3.243 .002
1 Human Resource
.263 .203 .154 1.294 .0200
Capacity

a. Dependent Variable: Performance of Monitoring and Evaluation Function

The study revealed that Human Resource Capacity as a dimension of the independent variable
has a Standardized Coefficient Beta of .263. The positive results indicate that M&E system
accounts for 26% performance of M&E function. The study results further indicated a significant
statistical relationship between the study variables given that P-value (P=0.200<0.05). The
hypothesis that there is a significant relationship between Human Resource Capacity and
performance of M&E function is therefore upheld. This means that any change in Human
Resource Capacity leads to the same change in performance of M&E function at the MWE.

41
4.4.3 Supporting Functions and Performance of Monitoring and evaluation Function.
The second objective of the study was to examine the role of Human Resource Capacity on
performance of M&E Function at MWE. Statements were measured on a five-point Likert scale
where code 1 = Strongly Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly
Agree. The data was presented and analyzed basing on seven (08) statements which are
statistically tabulated and presented in the table below with the frequencies and percentages
according to the responses collected.
Table 16: Supporting Functions and Performance of Monitoring and evaluation Function

Statement 1 2 3 4 5
SD D N A SA Mean Std
The well-established ICT infrastructure at 1% 10% 35% 48 6%
MWE supports timely decision making 1 7 25 % 4
34
I take full responsibility for my action that 10% 14% 73% 1% 1%
may be violating any organization’s ICT 7 10 52 1 1
rules and regulations
The ICT infrastructure at MWE is usually 1% 13% 34% 45 7%
used to support continuous professional 1 9 24 % 5
development programs 32
The amount of money allocated for M&E 7% 24% 44% 21 3%
activities is adequate to make the right 6 17 31 % 2
choices 15
It is my responsibility to ensure that the
amount of money allocated for a given 4% 25% 28% 35 7%
M&E activity is utililsed for intended 3 18 20 % 5
purpose 25
The amount of money allocated for the 11% 49% 39
M&E function at the MWE caters for staff 0 8 35 %
trainings and workshops 28
The policies and frameworks in place 14% 28% 51 7%
allow me to take appropriate decisions over 0 10 20 % 5
my tasks for the greater good of the 36
organization
There are rules and regulations that ensure 0 6% 28% 59 7%
each staff of MWE is accountable for his 4% 20 % 5
or her actions 42
The policies and frameworks of MWE 0 7% 35% 52 6%
support continuous professional 5 25 % 4
development 37
Source: Primary Data (2023)

42
In order to answer the 3rd question, what is the relationship between Support functions and
performance of M&E function at MWE? The researcher shared the above statements with the
respondents and hence the response was analyzed below.

The respondents were asked if the ICT is well established to support timely decision making,
54% agreed positively showing that MWE IT section is well equipped however, 35% which is a
big number were Neutral and 11% disagreed to the statement, leaving the researcher not content
with ideal position.

Similarly the respondents were asked whether ICT infrastructure is usually used to support
continuous professional development programs, to this 52% agreed in affirmative,34% Neutral ,
where as 14% were disagreed with statement, in one of the interviews one respondent said online
webinars are arranged supported by IT every Friday 11.00am by Water Resources Institute
(WRI) with an objective of these webinars is to provide a platform for water and environment
practitioners, researchers and academia were people can share their idea, research and best
practices with the different stakeholder. It’s within the frame work of the WRI that applied
research within the sector is strengthened”

On the other hand respondents were asked if the funding allocated for the M&E function caters
for staff trainings and workshops to satisfaction, to this only 39% agreed in affirmative, whereas
49% were Neutral 11% disagreed with the statement, actually in one interview a respondent in
one of the departments said “funding is budgeted for at Ministry Level, but due to budget cuts
MWE does not have sufficient funds to run all departments including M&E as expected”.

Respondents were also asked if the policies and frameworks in place allow them to take
appropriate decisions in handling tasks for the greater good of the organization, 58% of the
respondents agreed in affirmative, 28% did not commit, while 14% disagreed with the statement,
when the respondents were asked if there are rules and regulations that ensure each staff of
MWE is accountable for his or her actions,66% agreed to the statement, whereas 28% did not
commit and a small number 6% do not agree with the statement, to this response it was noted in
line with the overall response ,staff agreed that there are rules and regulations that promote
accountability for ones conduct at each one time.

43
4.4.3.1 Correlation between Support Functions and Performance of M&E Function.
In an effort to answer the third research question, what is the relationship between support
functions on performance of M&E function. Some of the activities involved include computation
of a Pearson’s product moment coefficient to assess the relationship between variable. The table
here in below shows the relationship between support function and Performance of M&E
function.
Table 4.17: Correlation between Support Functions and Performance of M&E Function
Supporting Performance of
Functions Monitoring and
Evaluation Function
Pearson Correlation 1 .749**
Supporting Functions Sig. (2-tailed) .000
N 71 71
Performance of Pearson Correlation .749** 1
Monitoring and Evaluation Sig. (2-tailed) .000
Function N 71 71
**. Correlation is significant at the 0.01 level (2-tailed).
With the table above showing there was a significant correlation between the two variables, r =
0.7469**, p =0.000. It was established that there is a strong significant relationship between the
two variables, meaning that a boost in support functions would result improvement of
Performance M&E Function.
4.4.3.2 Regression analysis between Support Functions and Performance of Monitoring
and Evaluation Function.
In an effort to determine the extent (degree) to which Support functions contribute to
Performance of M&E function the researcher computed a Regression between the two variables.
Table 4.18: Regression Model Summary

Mode R R Adjusted R Std. Error of

l Square Square the Estimate
1 .749a .562 .555 .52957
a. Predictors: (Constant), Supporting Functions

44
From Table 18 above, The R2 value indicates how much of the overall variation in performance
of M&E function (Dependent variable) can be explained by a change in support functions
(independent variable).
Table 19: ANOVAA

Model Sum of df Mean F Sig.

Squares Square
Regression 24.798 1 24.798 88.425 .000b
1 Residual 19.351 69 .280
Total 44.149 70
a. Dependent Variable: Performance of Monitoring and Evaluation
Function
b. Predictors: (Constant), Supporting Functions
The ANOVA table above shows how well or appropriate the regression equation fits the data
(predicts the dependent variable significantly well. Since p =0.000, which is less than 0.05 or
0.01, it implies that overall the regression model statistically /significantly predicts the outcome
variable(it’s a good fit for the data.
Table 4.20: Regression for Supporting Functions
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) .427 .334 1.278 .206
1 Supporting
.894 .095 .749 9.403 .000
Functions
a. Dependent Variable: Performance of Monitoring and Evaluation Function
The study revealed that Support functions as a dimension of the independent variable has a
Standardized Coefficient Beta of .894. The positive results indicate that Support functions
accounts for 89% performance of M&E function. The study results further indicated a significant
statistical relationship between the study variables given that P-value (P=0.000<0.05). The
hypothesis that there is a significant relationship between Support functions and performance of

45
M&E function is therefore upheld. This means that any change in Support functions leads to the
same change in performance of M&E function at the MWE.
4.4.5 Performance of M&E Function.
The study was to examine the performance of M&E Function at MWE. Statements were
measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3 = Not
sure, 4 = Agree and 5 = Strongly Agree. The data was presented and analyzed basing on three
(03) statements which are statistically tabulated and presented in the table below with the
frequencies and percentages according to the responses collected.
Table 4.21: Performance of M&E Function.
Action/Activities 1 2 3 4 5
SD D N A SA Mean Std D
Decisions made are taken, timely 3% 6% 51% 38% 3%
and appropriate at all times 2 4 36 27 2 3 0.75
Accountability exists and is 4% 3% 32% 51% 10%
appropriate at MWE 3 2 23 36 7 3.6 0.87
Learning and continuous 1% 10% 31% 45 13%
professional development takes 1 7 22 32 9 3.6 0.89
place at MWE
Source primary data (2023)
While assessing the performance of monitoring and evaluation at MWE the researcher probed
the respondents whether decisions made/taken on time to foster performance of the M&E
function, 41% answered in affirmative while 51% a big number did not commit and 9%
disagreed, the significance of this findings is that to a great extent it shows decisions are not
taken in appropriate time since the biggest percentage of respondents is Neutral.

Similarly the respondents were asked whether there is accountability and whether it’s appropriate
at MWE, 61% confirmed there is accountability where as 32% were Neutral, 7% disagreed with
the statement. These findings indicate that there is accountability at MWE given the nature of
feedback.

Another element the researcher probed with desire to know whether learning and continuous
professional development takes place at MWE, 58% were in agreement where as 31% were
Neutral while 11% were in disagreement, these findings postulate existence of Learning &
Continuous professional development at the ministry relative to Performance of M&E Function

46
 CHAPTER FIVE

SUMMARY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction
The study assessed the influence of Institutional factors on performance of M&E function at
Ministry of Water and Environment. This chapter presents the summary of findings, discussion
of the study findings, draw conclusions and make recommendations based on the study
objectives, to determine the influence of M&E systems on the performance of the M&E function
at MWE, to determine the extent to which Human Resource capacity (HRC) influences the M&E
function at MWE, to assess the relationship between Support functions (S.Fs) and performance
of the M&E Function at MWE.
5.2 Summary of major findings.
The study objectives below guided the summary of major findings.
5.2.1 M&E Systems & Performance of M&E Function
The study established a significant relationship between M&E system & Performance of M&E
Function at MWE (r =0.421, P=0.000) it was also established that a weak positive relationship
between the two variables M&E systems and performance of M&E system exist. Regression
analysis results presented that 64% of the total variation in performance of M&E function is
explained by M&E systems management. Qualitative and quantitative data indicate that M&E
systems significantly influence performance of M&E function implying that improvement of
M&E systems were correlated with improvements in performance of M&E function.
5.2.2 Human Resource Capacity & Performance of M&E function.
The study established a significant correlation between the two variables r = 0.154, p=0.0200, it
also established a weak positive relationship between the two variables. Regression analysis
showed that 26% of the total variation in performance of M&E function is explained by Human
Resource capacity. Both qualitative and quantitative data show that Human resource capacity
significantly affects performance of M&E function, implying that improvements in HRC were
correlated with improvements in performance of M&E function.
5.2.3 Support Functions & Performance of M&E Function
The study established a significant correlation between the two variables, r=0.7469, p = 0.000, it
was established that there is a strong significant relationship between the two variables.
Regression analysis results showed that 89% of the total variation in performance of monitoring
and evaluation is explained by support functions .Qualitative and quantitative data shows that

47
S.Fs significantly affects the performance of M&E function, implying that the improvement in
support functions were correlated with improvement in performance of M&E function.
5.3 Discussion of study findings
Based on the study objectives findings were discussed as below.
5.3.1 M&E systems and performance of M&E functions
The study established a significant relationship between M&E systems & performance of M&E
function at MWE. The findings established that M&E system had a positive effect on the
Sustainability of WASH projects in schools. The findings coincide with Muhayimana and
Kamuhanda (2020) who indicated that Without an M&E framework, local area-based projects
are impossible to carry out. Regular information collection, analysis, reporting, and
dissemination contribute to a project's sustainability. If developed in collaboration with all key
stakeholders, it encouraged participation and increased ownership of a project, resulting in
sustainability. Because they affect the M&E plan, instruments for organizing desired outcomes,
also known as measurable development changes, such as result frameworks or log frames, need
to be consistent. The M&E plan, which incorporates a portrayal of the means important to
assemble relevant information on the laid out pointers, techniques, and instruments. The M&E
plan, which is used to deliberately arrange the assortment of specific information that were
evaluated, depicts the roles and responsibilities of partners.
Study findings are in agreement with Kabeyi (2019) who asserts that project planning, as stated
by, is the primary function that sets the stage for subsequent project activities. It "fills and
afterward lights" the driving force of the acquisition technique. Hussein (2020) defines venture
planning as the process of determining what an organization requires for a project, when to
obtain it, and how much money to provide to ensure that the project goes according to plan.
Villazón et al (2020) state that the project's objective for is to deliver high-quality goods and
services in specified quantities to the appropriate location at the appropriate time through open
and fair competition. To secure such labor and products at costs that are cutthroat, exact planning
and the inclusion of various partners are required.
5.3.2 Human Resource capacity Findings
The study established a significant correlation between Human resource capacity and
performance of M&E function, it also established a weak positive relationship between the two
variables, and it also established a weak positive relationship between the two variables implying
that improvements in HRC were correlated with improvements in performance of M&E

48
function. The study findings revealed that M&E human resource capacity affect performance of
M&E function at MWE. The findings are supported by Gamba et al (2020) who posit that the
framework for a functioning M&E system stipulates that staff members who are dedicated to
M&E must also possess the required skills. M&E HR activities include, but are not limited to,
formal preparation, in-administration preparation, tutoring, training, and temporary positions.
The availability of a sufficient number of human resources capable of handling the M&E system
is critical to its long-term viability. In addition, "developing" evaluators necessitate significantly
more specialized training and development in situated M&E than is typically feasible with a
small number of studios.
The findings concur with Sulemana, Musah, and Simon (2018) who revealed that because it
helps with the interaction and management of the M&E systems, practical M&E training is
essential for building personnel's capacity. M&E preparation is the understanding group's ability
to interpret the M&E hypothesis and the associations between the task hypothesis of progress,
the outcomes structure, and related markers. A successful monitoring and evaluation practice
requires skills; the staff must receive fundamental evaluation training. In order to have enough
dedicated monitoring and evaluation staff, these project evaluators need the appropriate M&E
skills for project performance evaluations.
According to Rumenya and Kisimbi (2020), the field staff requires the affirmation of the board
backing to truly do the endeavor on an ordinary reason. One of the most pivotal parts of fostering
a worker's abilities and capacities is the real hierarchical needs on the representative's
improvement, either personally or as a specialist co-op to the organization. A self-fulfilling
prophecy of increased employee output is created by the organization's acceptance of the
opportunity and subsequent increase in expectations. Because it helps with the interaction and
management of the M&E systems, practical M&E training is essential for building personnel's
capacity. The most crucial phase in M&E preparation, according to Sulemana, Musah, and
Simon (2018), is a's comprehension group's ability to interpret the M&E hypothesis and the
associations between the task hypothesis of progress, the outcomes structure, and related
markers. A successful monitoring and evaluation practice requires skills; the staff must receive
fundamental evaluation training. In order to have enough dedicated monitoring and evaluation
staff, these project evaluators need the appropriate M&E skills for project performance
evaluations.

49
5.3.3 Support Functions and Performance of M&E function
The study established a significant correlation between Support Functions and Performance of
M&E function, it was established that there is a relative significant relationship between the two
variables. The study findings are in agreement with Chege et al. (2020) who asserts that
Information communication and technology supports organizations to introduce new products,
come up with new ways of service delivery leading to service focused operations ,it also enables
organizations to respond to societal evolutions more relevantly hence better and broad service
across all sectors . Organizational outcomes are positively enhanced and coverage of service is
widen/recognized. ICT as well facilitates research and through this there is guaranteed exposure
to knowledge on better ways to deliver service and once the staff has positive attitude, the
research findings will enable staff in organization to make better and informed decision. ICT
through systems software used by organizations helps in checking staff operations both internally
and externally this improves on accountability since the systems are able to produce many kinds
of reports say expenditure, software usage and this in turn improves on accountability.
The findings concur with Nuwatuha (2021) who indicated that policies and practices should help
preserve a record of all operations carried out at all times, this acts more like a crucial template
regarding future reference of what is currently taking place. The document is a crucial tool for
outlining aspects of accountability and guaranteeing decision-making is based on correct
financial data. The paper ought to function as an operative tool /resource for instruction targeting
both new and current personnel, teaching them and offering recommendations to assist regular
operations and procedures, there should be a budget at the MWE for Learning, this is because,
staff requires continuous refresher learning activities like workshops, briefings, motivational
talks, these in turn will motivate the staff into proper performance including those in the M&E
function.

Martinez, (2019) also indicated that organizations adapt to the variety of log frames as well as
templates for the narrative/technical and financial reports used by funding agencies which is an
added complexity to the use of the log frame. Moreover, the variety of log frames used and
disseminated by international agencies, require that counterparts learn not only how to work with
a particular type of log frame but how to work with other various types of log frames. The choice
of appropriate indicators is an art, requires experience and skill involving a thorough

50
understanding of the information needs of project management and information users at different
levels.
The findings are supported by Grove and Zwi (2019) who revealed that the log frame contains a
natural bias towards quantification in that the matrix demands objectively verifiable indicators,
forcing projects to consider how they will measure progress towards intended outcomes. While
setting clear objectives and identifying ways of measuring these from the outset helps
management and other stakeholders to identify where the project is succeeding or failing, this
emphasis on the measurable also represents a crucial weakness. In particular, they argued that
relationships between people (both internal and external to the project) and process issues (how
the project is undertaken) are likely to be neglected, with attention focused on the most tangible
outputs, such as clinics built or vaccinations administered.
5.4 Conclusions
5.4.1M&E Systems & Performance of M&E Function
The researcher thus concluded that M&E Systems have a significant relationship in enforcing
performance of M&E function at MWE. Improvements in M&E systems correlates with
improvements in performance of M&E function.
There is need for data audit. This should entail the review of monitoring and evaluation systems
to address needs arising from the use of software for analysis and allow for adjustments of
monitoring and evaluation plan when the approach changes.
An information system should be tailor-made in order to make it more user-friendly to data
clerks and should be updated as and when data is collected. It should be easy to store and retrieve
information and perform data analyses.
The study recommends that effective project planning be put in place by the project team and
management. A project team member should ensure that their monitoring and evaluation control
plan aligns with the project M&E plan.
The study concludes that M&E plan outlines that influences organization performance. From the
studies reviewed, it has been noted that an M&E plan generally outlines the underlying
assumptions on which the achievement of organization goals depend, the anticipated
relationships between activities, outputs, and outcomes- the logical framework.
It was also concluded that other contents of an M&E plan are well-defined conceptual measures
and definitions, along with baseline data needed; the monitoring schedule; a list of data sources

51
to be used; and cost estimates for the M&E human resource capacity. Most plans also include a
list of the partnerships and collaborations that helped achieve the desired results; and a plan for
the dissemination and utilization of the information gained.
The study furthermore concludes that M&E training help implementers and other data collector
to understand questions like “who this is all for who are we gathering information for, how do
we expect they used this information and why have we decided to gather the information in the
ways that we have”. It is important, particularly for those responsible for collecting and sharing
information for the M&E system that they understand the rationale behind the system and their
role in it
5.4.2 Human Resource Capacity & Performance of M&E function.
The researcher also concluded that; Human resource capacity has a weak positive significant role
in enforcing performance of M&E function at MWE. Improvements in Human resource capacity
correlate with performance of M&E function.
The study concludes that M&E human resource capacity affect performance of M&E function at
MWE. There was continuous M&E training and development of the project staff to acquire skills
to implement projects. The project staff was adequately trained to identify and handle M&E
errors in the project. Project management provided necessary support to strengthen M&E
teamwork, which contributed to the performance of M&E function at MWE. Regarding the
Monitoring and Evaluation Expertise, the study established that the respondents agreed that
M&E Human and Technical Expertise have a positive influence performance of M&E function
at MWE.
5.4.3 Support Functions & Performance of M&E Function
The researcher made a conclusion that support functions have a relative significant role in
enforcing performance of monitoring and evaluation function at MWE; this implies that
improvement in support functions correlates with improvement in performance of M&E
function.
The study confirmed that M&E structures have a positive relationship with the performance of
monitoring and Evaluation systems in Non- government Organizations. M&E should play a role
in supporting effective management decisions since it provides information that supports
decision-making. An effective decision arising from M&E information is expected to improve
the performance of organizations.

52
5.5 Recommendations
The researcher made recommendation s as per study objectives below.
5.5.1 M&E systems
Management toolkits such as systems for monitoring and evaluating performance facilitate those
in positions of decision making to keep record of changes in turn displaying outcomes associated
with certain programs or projects. In the long run they support organizations/companies assess
the relevance, success, efficiency, and effectiveness of their projects.
There is need for data audit. This should entail the review of monitoring and evaluation systems
to address needs arising from the use of software for analysis and allow for adjustments of
monitoring and evaluation plan when the approach changes.
An information system should be tailor-made in order to make it more user-friendly to data
clerks and should be updated as and when data is collected. It should be easy to store and retrieve
information and perform data analyses.
The study recommends that effective project planning be put in place by the project team and
management. A project team member should ensure that their monitoring and evaluation control
plan aligns with the project M&E plan.
5.5.2 Human Resource capacity
Human resources capacity covers employee’s abilities and attributes to achieve organizational
goals, this study recommended that considering special attention to knowledge, skills, attitude
and numbers is key in ensuring performance of M&E function.
The study also suggests that there should be enhanced human resource competency to
monitoring and evaluation resource planning. There should be efficient monitoring and
evaluation of resource allocation in project activities.
The study further recommends that project training should be handled with utmost importance.
Project team members should continually be adequately trained to identify and control
monitoring and evaluation errors.
There is a need for proper training of manpower and awareness on M&E principles and
processes through formal training at the community level and on-job training to improve service
delivery Communication on M&E elements and distribution of M&E data to all project
stakeholders should be effectively done.

53
5.5.3 Support Functions.
The S.Fs to be adopted for the study was substantive ICT backbone, financial capability as well
as policy and legal framework, in adequacy in the above put the performance of M&E function
in a compromising state.
Based on the findings of this study and the conclusion made, the study makes the following
recommendations for policy action by NGOs given that their monitoring and evaluation systems
have a bearing on the kind of information they provide. It is appropriate to make preliminary
assessments of the direction and nature of impacts by doing case studies of the target population
within the lifetime of the project. This should entail studying a sample of the targeted
beneficiaries.
5.5.6 Suggestions for further research
This study was carried out to examine how institutional factors such as M&E systems, HRC and
S.Fs affect the Performance of the M&E function at MWE .Further studies could focus on other
variables such as competence of staff on monitoring and evaluation and attitude of the public
towards the M&E functions.
This study looked only at three internal controls namely M&E system, M&E human resource
capacity and M&E utility.
Detailed analyses of the effects stockholder involvement and management participation in the
project implementation in order to ascertain the critical role they play in project performance.
This helped to understand whether they are critical consideration in measuring the project
performance.
The role of ICT support to project management, influence of monitoring and evaluation systems
on the effectiveness of project implementation and NGOs use a range of both qualitative and
quantitative data collection tools and methods in their work that they consider appropriate to
their needs but find it more challenging to store and analyze qualitative data. How to do this
effectively is a gap that may need further research.

5.7 Limitations of the study

This study was carried out to examine how institutional factors such as M&E systems, HRC and
S.Fs affect the Performance of the M&E function at MWE faced a challenge of poor cooperation
by the respondents involved in data collection which required a lot of time to get the data, the
study too did not put into consideration the M&E process in use at MWE. Although this research

54
was carefully prepared, it had some short comings; however, the researcher devised means to
minimize their possible effect on the study results. Indeed these limitations do not invalidate the
conclusions made from the results of this study.
5.8 Contribution of the study
The study contributed to one of the steps towards Improvement of the performance of M&E
function in Public Service.
The study is expected to make contribution on how development organizations can adopt
mechanisms to improve performance of development how programmes. Theoretically the study
summarized the Monitoring and Evaluation Planning and implementation, Monitoring and
Evaluation quality assurance mechanisms, Monitoring and Evaluation information sharing and
utilization and logical model; and also performance of development programmes and provided
evidence on the relationship.
Conceptually all the dimensions of programme performance (the dependent variable) and M&E
system (independent variable) were adapted from the scholars, the study provided evidence of
existing relationship. The specific contributions included; the study guided policy makers and
development practitioners on how to build effective monitoring evaluation systems and to justify
investment in monitoring and evaluation systems and quality assurance mechanisms as
prerequisite to improve development programmes performance.

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Kimberlin, C. L., & Winterstein, A. G. (2008). Validity and reliability of measurement
instruments used in research. American Journal of Health-System Pharmacy, 65(23), 2276–
2284. https://doi.org/10.2146/ajhp070364
Kimura, M. (2020). Introduction to Population Genetics. August, 85–101.
https://doi.org/10.1007/978-981-15-6165-8_6
Kirunda, R. (2016). Non-Governmental organisations in Uganda : A case study of Fhi360
Uganda [Uganda Technoloy and management University].
https://doi.org/10.13140/RG.2.1.1980.8885
Klovienė, L. (2012). Institutional Factors As Criteria for Business Environment Identification.
Economics and Management, 17(4), 1245–1251. https://doi.org/10.5755/j01.em.17.4.2984
Kraft, M. E., & Furlong, S. R. (2018). KRAFT- INSITITUTIONAL THEORY.
Kumar, R. (2011). Research methodology (Vol. 21, Issue 1).
http://journal.um-surabaya.ac.id/index.php/JKM/article/view/2203
Kusek, J. Z., & Rist, R. C. (2004). 10 Steps to Result-Based Monitoring and Evaluation.
Lévesque, M., Minniti, M., & Shepherd, D. (2013). How late should johnny-come-lately come?
Long Range Planning, 46(4–5), 369–386. https://doi.org/10.1016/j.lrp.2013.06.004
Mackay, K. (2006). Institutionalization of Monitoring and Evaluation Systems to Improve Public
Sector Management. Evaluation.
Mackay, K. (2007). Evaluation,How to Build M & E Systems to Support Better Government. In
World.
Malei, K. L. N. (2015). INSTITUTIONAL FACTORS INFLUENCING IMPLEMENTATION OF
STRATEGIC PLANS IN GOVERNMENT HOSPITALS IN KITUI CENTRAL SUB-
COUNTY, KITUI COUNTY, KENYA. SOUTH EASTERN KENYA UNIVERSITY
MARCH,.

58
Mary, A. A. . L. and. (1994). Human Resource Systems and Sustained Competitive Advantage :
A Competency-Based Perspective Author ( s ): C . Wilson Source : The Academy of
Management Review , Oct ., 1994 , Vol . 19 , No . 4 ( Oct ., 1994 ), pp . Published by :
Academy of Management Sta. 19(4), 699–727.
Megel, M. E., & Heermann, J. A. (1994). Methods of data collection. Plastic Surgical Nursing,
14(2), 109–110. https://doi.org/10.1097/00006527-199406000-00014
Merriam, S. B., and Tidwell, E. J. (2016). Qualitative Research (4th ed.). Josser-Bass.
Meyer, J.W, R. (1977). Institutionalized organizations. Formal Structure as Myth and
Ceremony., 83(2), 340–363.
Ministry of water and Environment. (2018). Ministry of Water and Environment: Clients Charter
2018 - 2021. 1–22.
Ministry of Water and Environment. (2020). Water and environment.
MoICT. (2014). National Information and Communications Technology Policy for Uganda.
National Information and Communications Technology Policy for Uganda, October.
https://www.google.com/search?
safe=active&sxsrf=ALeKk03IVCH_f1LROxWBx5rcVxDoBXPkEg
%3A1584012410555&ei=ehxqXvjAIcWWaa6-
hLgK&q=uganda+national+ict+policy+framework.pdf&oq=uganda+national+ict+policy+fr
amework.pdf&gs_l=psy-ab.3...3173.4240..5108...0.2..0.655.
Msila, V., & Setlhako, A. (2013). Evaluation of Programs: Reading Carol H. Weiss. Universal
Journal of Educational Research, 1(4), 323–327. https://doi.org/10.13189/ujer.2013.010408
Mugenda, O.M. and Mugenda, A. . (2003). Research Methods.
Mulugetta, Y. (2008). Human capacity and institutional development towards a sustainable
energy future in Ethiopia. Renewable and Sustainable Energy Reviews, 12(5), 1435–1450.
https://doi.org/10.1016/j.rser.2007.01.007
MWE. (2019). Water and Environment Sector Development Plan. 1–130.
National M&E Policy. (2014). National Policy on Public Sector Monitoring and Evaluation. The
Republic of Uganda Office of the Prime Minister Ministerial Policy Statement on
monitoring and Evaluation.
Nkoa Emmanuel, O. B., Member of LARAE, C., Cameroon Vukenkeng Andrew Wujung, B., &
Martin Emmanuel, S. P. (2014). Mechanisms of the Influence of Human Capital on

59
 Economic Growth: a Panel Data Analysis of the Cemac Region. Asian Economic and
Financial Review, 4(5), 625–640. http://aessweb.com/journal-detail.php?id=5002
Nuwatuha, G. (2021). Institutional factors and Performance. UMI.
Nyambegera, S. M., & Gicheru, C. N. (2016). Extrinsic and Intrinsic Factors Influencing
Employee Motivation: Lessons from AMREF Health Africa in Kenya. International
Journal of Business and Social Research, 6(9), 20. https://doi.org/10.18533/ijbsr.v6i9.985
Odhiambo, F. O. (2013). Types of Monitoring in Monitoring and Evaluation (M&E). ..
https://impact-evaluation.net/2013/07/02/types-of-monitoring-in-monitoring-and-
evaluation-me/
Ohemeng, F. L. K. (2009). Constraints in the implementation of performance management
systems in developing countries: The Ghanaian case. International Journal of Cross
Cultural Management, 9(1), 109–132. https://doi.org/10.1177/1470595808101158
Oktavia, R., Irwandi, I., Rajibussalim, T., Mentari, M., & Mulia, I. S. (2018). Assessing the
validity and reliability of questionnaires on the implementation of Indonesian curriculum K-
13 in STEM education. Journal of Physics: Conference Series, 1088.
https://doi.org/10.1088/1742-6596/1088/1/012014
Oryem Joseph Peter Achire, J. M. O. Tukei, Lyn Tukei, C. D. A. (2021). The influence of human
capacity for M & E on the performance of M & E systems of. July, 0–10.
Act 3 Public Finance Management , 2015, CVIII 1 (2015).
Peter, S. (1990). Strategy, Business Discipline, The Fifth. Infed, 2(1), 1–13.
Roopa, S., & Rani, M. (2012). Questionnaire Designing for a Survey. Journal of Indian
Orthodontic Society, 46(4_suppl1), 273–277. https://doi.org/10.1177/0974909820120509s
Russo, J. E. (2017). decision-making. September. https://doi.org/10.1057/9781137294678.0160
Scott, W. R., Smith, K. G., & Hitt, M. A. (2005). Institutional theory : contributing to a
theoretical research program chapter prepared for great minds in management : the process
of theory. Great Minds in Management: The Process of Theory Development, February,
460–485.
Seasons, M. (2003). Monitoring and evaluation in municipal planning: Considering the realities.
Journal of the American Planning Association, 69(4), 430–440.
https://doi.org/10.1080/01944360308976329
Seegers, G., Kempff, H., & Van Rees, C. J. (1987). Data management and data analysis. Poetics,

60
 16(6), 535–552. https://doi.org/10.1016/0304-422X(87)90016-7
Setia, M. S. (2016). Methodology series module 3: Cross-sectional studies. Indian Journal of
Dermatology, 61(3), 261–264. https://doi.org/10.4103/0019-5154.182410
Simister, N. (2019). Complex M&E Systems. Raising Standards,Lowering the Bar, 6, 4.
Soto, J. L. G. (2015). Annual report 2014. Revista de Educacion, 368, 274–286.
Spell, E. (2015). Accountability in the Workplace. In AGCareers.
Taherdoost, H. (2017). Determining Sample Size ; How to Calculate Survey To cite this version :
HAL Id : hal-02557333 Determining Sample Size ; How to Calculate Survey Sample Size.
International Journal of Economics and Management Systems, 2, 236–239.
Tannehill, D., MacPhail, A., Halbert, G., & Murphy, F. (2013). Continuing professional
development. Research and Practice in Physical Education, November, 143–144.
https://doi.org/10.4324/9780203136928-27
Uganda Ministry of Finance Planning and Economic Development. (2016). The Public Finance
Management Regulations. CIX(17), 675–698.
https://www.finance.go.ug/sites/default/files/Publications/Public Finance Management
Regulations%2C 2016.pdf
Uma, B. R. & S. (2010). Making Monitoring and evaluation systems work.
Vicars, M., Steinberg, S., McKenna, T., & Cacciattolo, M. (2015). The Praxis of English
Language Teaching and Learning (PELT): Beyond the Binaries: researching critically in
EFL classrooms. The Praxis of English Language Teaching and Learning (PELT): Beyond
the Binaries: Researching Critically in EFL Classrooms, November, 1–162.
https://doi.org/10.1007/978-94-6300-112-0
Weiss, C. H. (1998). Have We Learned Anything New About the Use of Evaluation ? Have We
Learned Anything New About the Use of Evaluation ?, 19(1), 13.
Yamoah, E. E. (2014). The Link between Human Resource Capacity Building and Job
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Klovienė, L. (2012). Institutional Factors As Criteria for Business Environment Identification.
Economics and Management, 17(4), 1245–1251. https://doi.org/10.5755/j01.em.17.4.2984
Kraft, M. E., & Furlong, S. R. (2018). KRAFT- INSITITUTIONAL THEORY.
Kumar, R. (2011). Research methodology (Vol. 21, Issue 1).
http://journal.um-surabaya.ac.id/index.php/JKM/article/view/2203
Kusek, J. Z., & Rist, R. C. (2004). 10 Steps to Result-Based Monitoring and Evaluation.
Lévesque, M., Minniti, M., & Shepherd, D. (2013). How late should johnny-come-lately come?
Long Range Planning, 46(4–5), 369–386. https://doi.org/10.1016/j.lrp.2013.06.004
Mackay, K. (2006). Institutionalization of Monitoring and Evaluation Systems to Improve Public
Sector Management. Evaluation.
Mackay, K. (2007). Evaluation,How to Build M & E Systems to Support Better Government. In
World.
Malei, K. L. N. (2015). INSTITUTIONAL FACTORS INFLUENCING IMPLEMENTATION OF

64
 STRATEGIC PLANS IN GOVERNMENT HOSPITALS IN KITUI CENTRAL SUB-
COUNTY, KITUI COUNTY, KENYA. SOUTH EASTERN KENYA UNIVERSITY
MARCH,.
Mary, A. A. . L. and. (1994). Human Resource Systems and Sustained Competitive Advantage :
A Competency-Based Perspective Author ( s ): C . Wilson Source : The Academy of
Management Review , Oct ., 1994 , Vol . 19 , No . 4 ( Oct ., 1994 ), pp . Published by :
Academy of Management Sta. 19(4), 699–727.
Megel, M. E., & Heermann, J. A. (1994). Methods of data collection. Plastic Surgical Nursing,
14(2), 109–110. https://doi.org/10.1097/00006527-199406000-00014
Merriam, S. B., and Tidwell, E. J. (2016). Qualitative Research (4th ed.). Josser-Bass.
Meyer, J.W, R. (1977). Institutionalized organizations. Formal Structure as Myth and
Ceremony., 83(2), 340–363.
Ministry of water and Environment. (2018). Ministry of Water and Environment: Clients Charter
2018 - 2021. 1–22.
Ministry of Water and Environment. (2020). Water and environment.
MoICT. (2014). National Information and Communications Technology Policy for Uganda.
National Information and Communications Technology Policy for Uganda, October.
https://www.google.com/search?
safe=active&sxsrf=ALeKk03IVCH_f1LROxWBx5rcVxDoBXPkEg
%3A1584012410555&ei=ehxqXvjAIcWWaa6-
hLgK&q=uganda+national+ict+policy+framework.pdf&oq=uganda+national+ict+policy+fr
amework.pdf&gs_l=psy-ab.3...3173.4240..5108...0.2..0.655.
Msila, V., & Setlhako, A. (2013). Evaluation of Programs: Reading Carol H. Weiss. Universal
Journal of Educational Research, 1(4), 323–327. https://doi.org/10.13189/ujer.2013.010408
Mugenda, O.M. and Mugenda, A. . (2003). Research Methods.
Mulugetta, Y. (2008). Human capacity and institutional development towards a sustainable
energy future in Ethiopia. Renewable and Sustainable Energy Reviews, 12(5), 1435–1450.
https://doi.org/10.1016/j.rser.2007.01.007
MWE. (2019). Water and Environment Sector Development Plan. 1–130.
National M&E Policy. (2014). National Policy on Public Sector Monitoring and Evaluation. The
Republic of Uganda Office of the Prime Minister Ministerial Policy Statement on

65
 monitoring and Evaluation.
Nkoa Emmanuel, O. B., Member of LARAE, C., Cameroon Vukenkeng Andrew Wujung, B., &
Martin Emmanuel, S. P. (2014). Mechanisms of the Influence of Human Capital on
Economic Growth: a Panel Data Analysis of the Cemac Region. Asian Economic and
Financial Review, 4(5), 625–640. http://aessweb.com/journal-detail.php?id=5002
Nuwatuha, G. (2021). Institutional factors and Performance. UMI.
Nyambegera, S. M., & Gicheru, C. N. (2016). Extrinsic and Intrinsic Factors Influencing
Employee Motivation: Lessons from AMREF Health Africa in Kenya. International
Journal of Business and Social Research, 6(9), 20. https://doi.org/10.18533/ijbsr.v6i9.985
Odhiambo, F. O. (2013). Types of Monitoring in Monitoring and Evaluation (M&E). ..
https://impact-evaluation.net/2013/07/02/types-of-monitoring-in-monitoring-and-
evaluation-me/
Ohemeng, F. L. K. (2009). Constraints in the implementation of performance management
systems in developing countries: The Ghanaian case. International Journal of Cross
Cultural Management, 9(1), 109–132. https://doi.org/10.1177/1470595808101158
Oktavia, R., Irwandi, I., Rajibussalim, T., Mentari, M., & Mulia, I. S. (2018). Assessing the
validity and reliability of questionnaires on the implementation of Indonesian curriculum K-
13 in STEM education. Journal of Physics: Conference Series, 1088.
https://doi.org/10.1088/1742-6596/1088/1/012014
Oryem Joseph Peter Achire, J. M. O. Tukei, Lyn Tukei, C. D. A. (2021). The influence of human
capacity for M & E on the performance of M & E systems of. July, 0–10.
Act 3 Public Finance Management , 2015, CVIII 1 (2015).
Peter, S. (1990). Strategy, Business Discipline, The Fifth. Infed, 2(1), 1–13.
Roopa, S., & Rani, M. (2012). Questionnaire Designing for a Survey. Journal of Indian
Orthodontic Society, 46(4_suppl1), 273–277. https://doi.org/10.1177/0974909820120509s
Russo, J. E. (2017). decision-making. September. https://doi.org/10.1057/9781137294678.0160
Scott, W. R., Smith, K. G., & Hitt, M. A. (2005). Institutional theory : contributing to a
theoretical research program chapter prepared for great minds in management : the process
of theory. Great Minds in Management: The Process of Theory Development, February,
460–485.
Seasons, M. (2003). Monitoring and evaluation in municipal planning: Considering the realities.

66
 Journal of the American Planning Association, 69(4), 430–440.
https://doi.org/10.1080/01944360308976329
Seegers, G., Kempff, H., & Van Rees, C. J. (1987). Data management and data analysis. Poetics,
16(6), 535–552. https://doi.org/10.1016/0304-422X(87)90016-7
Setia, M. S. (2016). Methodology series module 3: Cross-sectional studies. Indian Journal of
Dermatology, 61(3), 261–264. https://doi.org/10.4103/0019-5154.182410
Simister, N. (2019). Complex M&E Systems. Raising Standards,Lowering the Bar, 6, 4.
Soto, J. L. G. (2015). Annual report 2014. Revista de Educacion, 368, 274–286.
Spell, E. (2015). Accountability in the Workplace. In AGCareers.
Taherdoost, H. (2017). Determining Sample Size ; How to Calculate Survey To cite this version :
HAL Id : hal-02557333 Determining Sample Size ; How to Calculate Survey Sample Size.
International Journal of Economics and Management Systems, 2, 236–239.
Tannehill, D., MacPhail, A., Halbert, G., & Murphy, F. (2013). Continuing professional
development. Research and Practice in Physical Education, November, 143–144.
https://doi.org/10.4324/9780203136928-27
Uganda Ministry of Finance Planning and Economic Development. (2016). The Public Finance
Management Regulations. CIX(17), 675–698.
https://www.finance.go.ug/sites/default/files/Publications/Public Finance Management
Regulations%2C 2016.pdf
Uma, B. R. & S. (2010). Making Monitoring and evaluation systems work.
Vicars, M., Steinberg, S., McKenna, T., & Cacciattolo, M. (2015). The Praxis of English
Language Teaching and Learning (PELT): Beyond the Binaries: researching critically in
EFL classrooms. The Praxis of English Language Teaching and Learning (PELT): Beyond
the Binaries: Researching Critically in EFL Classrooms, November, 1–162.
https://doi.org/10.1007/978-94-6300-112-0
Weiss, C. H. (1998). Have We Learned Anything New About the Use of Evaluation ? Have We
Learned Anything New About the Use of Evaluation ?, 19(1), 13.
Yamoah, E. E. (2014). The Link between Human Resource Capacity Building and Job
Performance. International Journal of Human Resource Studies, 4(3), 139.
https://doi.org/10.5296/ijhrs.v4i3.5938

67
 APPENDICIES

Appendix I: QUESTIONNAIRE
I am a student undertaking a Masters in Management Studies specializing in Monitoring and
Evaluation at the Uganda Management Institute. As part of the requirement for this a ward, am
expected to undertake a research study on “INSITITUTIONAL FACTORS AND
PERFORMANCE OF THE M&E FUNCTION IN PUBLIC INSTITUTIONS: A CASE OF
MWE ’’The objective of this research is to determine the influence of Institutional Factors on
Performance of M&E Function. The information to be collected in this study was used purely
and solely for academic purposes and was kept confidential. Your participation in this study is
highly appreciated.
Instructions
Kindly do not write your name anywhere on the questionnaire.
Participation in this survey is voluntary
Please tick (√) or indicate as applicable in relation to your opinion
Duration (Expected time to answer the Questionnaire): 20 minutes
SECTION A: Personal Information
1. Indicate your sex.
 Male  Female
Background information
3. Indicate the number of years you have worked with Ministry of Water and Environment
 Less than 3 years  3-6 Years  7-10years  10 years and above
4. Indicate your highest level of education
 O’ level  A’ level  Certificate Diploma  Bachelors  PG Diploma  Masters PhD
Others (specify)………………………………………………………………………
5. Indicate the position you hold in Ministry of Water and Environment.
 Officer  Manager  Coordinator  Director
Others (specify)………………………………………………………………………
SECTION B: Institutional factors
Please tick (√) as applicable

68
6. The following statements deal with Monitoring and Evaluation Systems namely use of
M&E plans, effective management of data, appropriate data dissemination and use of findings.
Please indicate your answer by ticking at the space provided one number that best reflects your
opinion on the following five-point scale indicator:(1= Strongly Disagree (SD), 2 = Disagree
(D), 3 = Neutral (N), 4 = Agree (A), 5 = Strongly Agree(SA).

Action/Activities 1 2 3 4 5
SD D N A SA
MWE encourages use of updated work plans in order to avoid
circumstances that lead to making inappropriate decisions.
MWE encourages proper planning to set clear
targets/expectations
MWE has a strategic plan that promotes learning through
continuous professional development.
MWE has a well-structured data management system that
supports informed decision
Am encouraged to ensure efficient and effective management of
data at all times.
I use data in my department as a point of reference to improve
my skills
I usually disseminate reports generated in my department to
concerned stakeholders to foster decision making
I am usually held responsible for any data circulated from any
forms of my personal accounts
I gain knowledge from the frequently distributed M&E reports
in the MWE
M&E project findings usually support decision making in MWE
I usually use M&E project findings to back up my ideas &
arguments while reporting

69
7. The following statements deal with Human Resource Capacity namely Knowledge, Skills,
Numbers and Attitude Please indicate your answer by ticking at the space provided one number
that best reflects your opinion on the following five-point scale indicator: (1= Strongly Disagree
(SD), 2 = Disagree (D), 3 = Neutral (N), 4 = Agree (A), 5 = Strongly Agree (SA)).

Action/Activities 1 2 3 4 5
SD D N A SA
I always ensure that am well-informed which has helped me make
the right decisions.
I very well know my responsibilities in this organization
I am subject to continuous professional development and I usually
respond positively to any programs presented by the organization
I represent this organization to the public and therefore the way I
present myself matters
I positively support the idea of continuous professional trainings
and workshops organized by MWE
I usually take appropriate decisions regarding any task deemed
productive to the organization
The working environment provided by the MWE is favorable/
conducive allowing me to take full responsibility for my
performance
I participate in decision making committees of the organization
I am usually held accountable for any flaws generated due to my
individual incapacity to perform as expected in this organization
I usually turn-up for any continuous professional development
program organized by the organization to up skill its employees
through training and workshops

8. The following statements deal with Support functions namely ICT, Finance Policy &
Legal, Please indicate your answer by ticking (√) at the space provided one number that
best reflects your opinion on the following five-point scale indicator: (1= Strongly Disagree,
2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree).

Activities/Action 1 2 3 4 5
SD D N A SA

The well-established ICT infrastructure at MWE supports timely

decision making
I take full responsibility for my action that may be violating any

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organization’s ICT rules and regulations
The ICT infrastructure at MWE is usually use to support
continuous professional development programs
The amount of money allocated for M&E activities is adequate to
make the right choices
It is my responsibility to ensure that the amount of money
allocated for a given M&E activity is utililsed for its intended
purpose
The amount of money allocated for the M&E function at the MWE
caters for staff trainings and workshops
The policies and frameworks in place allow me to take appropriate
decisions over my tasks for the greater good of the organization
The rule and regulations that ensure each staff of MWE is
accountable for his or her actions
The policies and frameworks of MWE support continuous
professional development

SECTION C: Performance of Monitoring & Evaluation Function

9. This section seeks your assessment regarding the Performance of Monitoring & Evaluation
Function in terms Decision Making, Accountability and Learning under your section was met.
Please indicate your answer by ticking at the space provided one number that best reflects your
opinion on the following five-point scale indicator: (1= Strongly Disagree, 2 = Disagree, 3 =
Neutral, 4 = Agree, 5 = Strongly Agree).
Action/Activities 1 2 3 4 5
SD D N A SA
Decisions made are taken, timely and appropriate at all times
Accountability exists and is appropriate at MWE
Learning and continuous professional development takes place at
MWE

Thank you for your participation in the study

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 APPENDIX II: INTERVIEW GUIDE
Dear Respondent,
My name is PETER TUMWESIGA, a student undertaking a Masters in Management Studies
specializing in Monitoring and Evaluation at the Uganda Management Institute. As part of the
requirement for this a ward, am expected to undertake a research study on “institutional factors
and performance of the M&E function in public institutions: a case of MWE ’’The objective
of this research is to determine the influence of Institutional Factors on Performance of M&E
Function. The information to be collected in this study was used purely and solely for academic
purposes and was kept confidential. Your participation in this study is highly appreciated.

Duration (Expected time of interview): approximately 20 minutes

Position in MWE……………………………………………….……………………………….
Department ………………………………………………………………………………………
1. How do you think M&E systems such as Planning, Data management, Dissemination of
Evaluation reports, use of findings employed by MWE have improved Decision making,
Accountability and learning
2. How do you think Human Resource elements such knowledge,skills,attitude and the numbers
at MWE have improved its Decision making, accountability and Learning dimensions?
3. How do you think Support Functions such Funding, Information communication &
Technology and policies and legal framework at MWE affect decision making, accountability
and learning?
4. What is your perception of Decision making process at MWE, probe for timeliness,
appropriateness?
5. What is your perception of accountability at MWE given the M&E system, human resource
capacity and support functions?
6. What is your view of the Learning, continuous professional development capacity at MWE?
Thank you for your participation in the study

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 APPENDIX III: DOCUMENTARY CHECKLIST
To whom it may concern
RE: DOCUMENTARY REVIEW.
I am PETER TUMWESIGA, a student undertaking a Masters in Management Studies
specializing in Monitoring and Evaluation at the Uganda Management Institute. As part of the
requirement for this a ward, am expected to undertake a research study on “institutional factors
and performance of the m&e function in public institutions: a case of MWE ’’ The following
list of documents was required to provide data for this study. The results of this study was used
for academic purposes only and was treated with utmost confidentiality. The results was used to
come up with suitable and effective Institutional Factors Management Strategy which can
improve performance of M&E Function. I request you kindly to provide the following
documents for the success of this study.
Documents required;

S/N Document required Information required

01 MWE Annual M&E performances in the years 2015-2022.

Reports

02 MWE Business plan Institutional factors framework

03 MWE strategic Plan 3.) How do you think M&E systems such as Planning,
Information management, Dissemination of Evaluation
reports, use of findings employed by MWE have improved
Decision making, Accountability and learning

4. How do you think Human Resource capacity strategies

employed by MWE have improved its Decision making,
accountability and Learning dimensions?

5. How do you think Support Functions considered by

MWE affect decision making, accountability and

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 learning?

6. How would you describe the general performance of

Decision-making, Accountability and Learning of MWE?

04 Sector Performance Past performances of MWE

Report, (2020)

05 Human Resource Culture/Rules and Regulations

Manual

06 The MWE Act Act of Enactment

07 Capacity Building Trainings conducted

Reports

APPENDIX V: TABLE FOR DETERMINING SAMPLE SIZE

N S N S N S
10 10 220 140 1200 291

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 15 14 230 144 1300 297
20 19 240 148 1400 302
25 24 250 152 1500 306
30 28 260 155 1600 310
35 32 270 159 1700 313
40 36 280 162 1800 317
45 40 290 165 1900 320
50 44 300 169 2000 322
55 48 320 175 2200 327
60 52 340 181 2400 331
65 56 360 186 2600 335
70 59 380 191 2800 338
75 63 400 196 3000 341
80 66 420 201 3500 346
85 70 440 205 4000 351
90 73 460 210 4500 354
95 76 480 214 5000 357
100 80 500 217 6000 361
110 86 550 226 7000 364
120 92 600 234 8000 367
130 97 650 242 9000 368
140 103 700 248 10000 370
150 108 750 254 15000 375
160 113 800 260 20000 377
170 118 850 265 30000 379

Source: Krejcie and Morgan (1970), as cited by (Morgan, Leech, Gloeckner and Barrett,
2012). Note. N is population size, S is sample size

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