THE EFFECTIVENESS OF SECTOR MINISTRIES’ MONITORING AND

EVALUATION IN IMPLEMENTATION OF DEVELOPMENT PROJECTS

IN TANZANIA: A CASE STUDY OF MINISTRY OF WATER, MINISTRY

OF ENERGY AND MINISTRY OF WORKS AND TRANSPORT

WIRANGA GINA GIRAGUTI

A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE DEGREE OF MASTERS OF ARTS IN

MONITORING AND EVALUATION

DEPARTMENT OF ECONOMICS

OF THE OPEN UNIVERSITY OF TANZANIA

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2021

CERTIFICATION

The undersigned certifies that he has read and hereby recommends for acceptance by

the Open University of Tanzania, a dissertation entitled, “The Effectiveness of Sector

Ministries’ M&E in Implementation of Development Projects in Tanzania: A Case

Study of Ministry of Water, Ministry of Energy and Ministry of Works and

Transport”. In Partial fulfillment of the requirement for the Award of Masters of Arts

in Monitoring and Evaluation (MAME).

………………………………..….…………

Dr. Felician Mutasa, Ph.D.

(Supervisor)

……………………………..…………

Date
 iii

COPYRIGHT

No part of this thesis/dissertation may be reproduced, stored in any retrieval system,

or transmitted in any form by any means, electronic, mechanical, photocopying,

recording or otherwise without prior written permission of the author or the Open

University of Tanzania in that behalf

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DECLARATION

I, Wiranga G. Giraguti, declare that, the work presented in this Dissertation is

original. It has never been presented to any other University or Institution. Where

other people’s works have been used, references have been provided. It is in this

regard that I declare this work as originally mine. It is hereby presented in partial

fulfillment of the requirement for the Degree of Master of Art in Monitoring and

Evaluation (MA.M&E).

…………………………………………

Signature

……………………………………………

Date
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DEDICATION

I dedicate my dissertation work to my family and many friends. A special feeling of

gratefulness to my loving wife Maria and our adorable daughter Oprah and my son

Heri whose words of encouragement and push for firmness ring in my ears. My

parents mzee Gina and mama Mwengi have never left my side and are very special. I

also dedicate this dissertation to my many friends and church family who have

supported me throughout the process. I will always appreciate all they have done. I

dedicate this work to my brilliant wife Maria for being there for me throughout the

entire master’s program.

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ACKNOWLEDGEMENT

First and foremost, I would like to praise and thank God, the Almighty, who has

granted countless blessings, knowledge, health and opportunity, so that I have been

finally able to accomplish this programme. Apart from the efforts of me, the success

of this dissertation depends largely on the encouragement and guidelines of many

colleagues. I take this opportunity to express my gratitude to the people who have

been instrumental in the successful completion of this programme.

A special thanks to Dr. Felician Mutasa of the Open University of Tanzania, my

supervisor for his countless hours of reflecting, reading, encouraging, and most of all

patience throughout the entire process of writing this dissertation. I would like to

acknowledge and thank my employer for allowing me to pursue my master’s degree

and providing any assistance requested.

 vii

ABSTRACT

The research assessed the effectiveness of Sector Ministries’ M&E in the execution

of development projects and programmes in Tanzania. It was further set to determine

the impact that human capacity has on effectiveness of M&E; contribution of

material resources on the effectiveness of M&E and influence of fund allocation and

disbursement specifically in the execution of development projects and programmes

in Tanzania. A case study design was used with a total of 51 respondents. Purposive

and random sampling used to select the respondents and data were collected using

interview and questionnaires.

The study found that, monitoring and evaluation officials who are adequately trained

are for an organization to perform well, postulates that the insufficiency of fund

allocated for M&E activities hinders the frequency of the visits and jeopardize the

independence of M&E team when the fund is provided by a relevant

agency/authority and a well allocated and timely disbursed fund creates a conducive

environment for monitoring and evaluation activities to be implemented.

The study requires the sector ministries to have a well set of enough, skilled and

experienced staff to perform M&E duties; enough and prompt supply of material

resources that enhance smooth running and performance of M&E activities of the

ministry as well as perfectly allocated and well disbursed fund to finance M&E

activities.
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 ix

TABLE OF CONTENTS

CERTIFICATION........................................................................................................ii

COPYRIGHT.............................................................................................................iii

DECLARATION.......................................................................................................iv

DEDICATION.............................................................................................................v

ACKNOWLEDGEMENT.........................................................................................vi

ABSTRACT...............................................................................................................vii

LIST OF TABLES...................................................................................................xiv

LISTOF FIGURES..................................................................................................xvi

LIST OF ABBREVIATIONS AND ACRONYMS..............................................xvii

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

INTRODUCTION.......................................................................................................1

1.0 Background of the Study..............................................................................1

1.1 Situational Analysis of the M&E in Tanzania..............................................5

1.2 Statement of the Problem............................................................................7

1.3 Research Objective......................................................................................9

1.3.1 General Research Objective.........................................................................9

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1.3.2 Specific Research Objectives.......................................................................9

1.4.1 Research Questions...................................................................................10

1.4.2 General Research Question.......................................................................10

1.4.3 Specific Research Question........................................................................10

1.5 Relevance of the Research.........................................................................10

1.6 Organization of the dissertation.................................................................11

CHAPTER TWO......................................................................................................12

LITERATURE REVIEW........................................................................................12

2.1 Conceptual Definitions...............................................................................12

2.1.1 Monitoring..................................................................................................12

2.1.3 Evaluation..................................................................................................12

2.1 3 Development Project..................................................................................13

2.2 Theoretical Literature.................................................................................14

2.2.1 Logical Framework Model Theory............................................................14

2.2.2 Evaluation Theory.....................................................................................15

2.3 Empirical Analysis of Relevant Studies.....................................................16

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2.3.1 General Studies...........................................................................................16

2.3.2 Studies in African Countries......................................................................17

2.3.3 Empirical Studies in Tanzania....................................................................18

2.4 Research Gap Identified............................................................................19

2.5 Summary...................................................................................................23

CHAPTER THREE..................................................................................................24

RESEARCH METHODOLOGY............................................................................24

3.1 Research Strategies.....................................................................................24

3.2 Survey Population.....................................................................................24

3.3 Area of the Research/Survey......................................................................24

3.4 Sampling Design and Procedures...............................................................26

3.4.1 Sample Size................................................................................................26

3.4.2 Sampling techniques...................................................................................27

3.4.2.1 Systematic Sampling.................................................................................27

3.4.2.2 Purposive Sampling....................................................................................28

3.5 Research Model.........................................................................................28

3.6 Methods of Data Collection......................................................................30

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3.6.1 Interview....................................................................................................30

3.6.2 Questionnaire.............................................................................................30

3.6.3 Document Review.....................................................................................30

3.7 Data Processing and Analysis....................................................................31

3.7.1 Descriptive Data Analysis..........................................................................31

3.7.2 Inferential Data Analysis...........................................................................31

3.8 Trustworthiness of the data.......................................................................31

3.8.1 Credibility..................................................................................................32

3.8.2 Transferability...........................................................................................32

3.8.3 Dependability............................................................................................32

3.8.4 Confirmability...........................................................................................33

3.9 Ethical Consideration.................................................................................33

3.9.1 Research permit..........................................................................................34

3.9.2 Participants’ informed consent..................................................................34

3.9.3 Confidentiality............................................................................................34

3.9.4 Anonymity.................................................................................................35

3.9.5 Harm to participants...................................................................................35

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CHAPTER FOUR.....................................................................................................36

FINDINGS/RESULTS AND DISCUSSION...........................................................36

4.1 Introduction...............................................................................................36

4.2 Demographic Characteristics of Respondents............................................36

4.2.1 Education Level of Respondents...............................................................37

4.2.2 Position of Respondents.............................................................................38

4.2.3 Job Experience of Respondents..................................................................39

4.3 Presentation of findings.............................................................................40

4.3.1 The impact of human capacity on the effectiveness of Sector Ministries’ M

& E in the implementation of development projects in Tanzania..............43

4.3.2 The contribution of material resources on the effectiveness of Sector

Ministries’ M & E in the implementation of development projects in

Tanzania.....................................................................................................48

4.3.3 The influence of fund allocation and disbursement on the effectiveness of

Sector Ministries’ M & E in the implementation of development projects

in Tanzania.................................................................................................52

4.3.4 The effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania..............................................................58

4.4 Inferential Analysis....................................................................................60

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4.4.1 The impact of human capacity on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania...........61

4.4.2 Contribution of material resources on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in

Tanzania.....................................................................................................63

4.4.3 Influence of fund allocation and disbursement on the effectiveness of

Sector Ministries’ M&E in the implementation of development projects in

Tanzania.....................................................................................................65

CHAPTER FIVE......................................................................................................68

CONCLUSIONS AND RECOMMENDATIONS..................................................68

6.1 Introduction................................................................................................68

6.2 Summary of the Study...............................................................................68

6.2.1 The impact of human capacity on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania...........68

6.2.2 Contribution of material resources on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in

Tanzania.....................................................................................................69

6.3 Conclusions................................................................................................70

6.4 Recommendations......................................................................................70
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6.4.1 Human Capacity for an effective M&E....................................................70

6.4.2 Material Resources for an effective M&E.................................................70

6.4.3 Allocation and Disbursement of fund for an effective M&E.....................71

6.5 Areas for further Study...............................................................................71

REFERENCE............................................................................................................72

APPENDICES...........................................................................................................77

LIST OF TABLES

Table 4.1: Level of Education of Respondents...........................................................37

Table 4.2: Positions of Respondents...........................................................................38

Table 4.3: Job Experience of Respondents.................................................................39

Table 4.1: Codes and labels for the responses............................................................41

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Table 4.4: M&E Training of the respondents.............................................................44

Table 4.5: Opinions whether Human Capacity affects effectiveness of M&E...........45

Table 4.2: Weights of responses.................................................................................46

Table 4.6: Mean estimation for the effects of Human Capacity on effectiveness of

M&E......................................................................................................47

Table 4.7: Mean estimation for the area of proficiency for Human Capacity in M&E

...............................................................................................................48

Table 4.8: Opinions on whether Material Resources impacts effectiveness of M&E 49

Table 4.9: Mean estimation of impacts of Material Resources on effectiveness of

M&E......................................................................................................51

Table 4.10: Mean estimation for area of proficiency for Material Resources in M&E

...............................................................................................................52

Table 4.11: Rating for sufficiency of budget allocation for M&E activities..............53

Table 4.12: Delay on the disbursement of fund for M&E activities...........................54

Table 4.13: The actual influence of allocation and disbursement of funds on

effectiveness of M&E............................................................................56

Table 4.14: Area of proficiency for allocation and disbursement of funds on

effectiveness of M&E............................................................................57
 xvii

Table 4.15: Rating of Sector Ministries’ M&E..........................................................58

Table 4.16: Mean estimation for the determinant factors of an effective M&E.........59

Table 4.17: Mean estimation for the factors that determine effective M&E system. .60

Table 4.18: Regression analysis on impacts of human capacity basing on level of

education of respondents.......................................................................61

Table 4.19: Regression analysis on impacts of human capacity basing on job

experience of respondents.....................................................................62

Table 4.20: Regression analysis on contribution of material resources basing on level

of education of respondents...................................................................63

Table 4.21: Regression analysis on contribution of material resources basing on job

experience of respondents.....................................................................64

Table 4.22: Regression analysis on influence of fund allocation and disbursement

basing on level of education of respondents..........................................66

Table 4.23: Regression analysis on influence of fund allocation and disbursement

basing on job experience of respondents...............................................67

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LISTOF FIGURES

Figure 2.1 Conceptual Framework.............................................................................22

 xix

LIST OF ABBREVIATIONS AND ACRONYMS

AFREA African Evaluation Association

ATCL Air Tanzania Company Limited

CPRW Civil and Political Rights Watch

DPME Department for Planning, M&E

DPPs Directors of Policy and Planning

IFRC International Federation of Red Cross

LFA Logical Framework Approach

LGAs Local Government Authorities

LGMD Local Government Monitoring Data Base

M&E Monitoring and Evaluation

MAME Masters of Arts in Monitoring and Evaluation

MDAs Ministries. Departments, Authorities/Agencies

MoFP Ministry of Finance and Planning

MTSPB Medium-Term Strategic Planning and Budgeting

 xx

MTSPBM Medium-Term Strategic Planning and Budgeting Manual

NGOs Non-Government Organizations

NPMIS National Project Management Information System

NPMU National Poverty Monitoring Unit

OUT The Open University of Tanzania

PED Planning and Evaluation Department

PLS-PM Partial Least Square Path Modeling

PLS-SEM Partial Least Square Structural Equation Modeling

PO-RALG President’s Office Regional Administration and Local

Government

PSMEP Public Service Management Employment Policy

PSRP Public Service Reform Programme

RBM Results Based Management

REA Rural Energy Agency

RSs Regional Secretariats

SDGs Sustainable Development Goals

SGR Standard Gauge Railway

 xxi

SWAPs Sector Wide Approaches

TANESCO Tanzania Electric Supply Company

TANROADS Tanzania National Roads Agency

TBA Tanzania Building Agency

UK United Kingdom

UNEG United Nations Evaluation Group

USA United States of America

USAID United States Agency for International development

WSDP Water Sector Development Programme

 1

CHAPTER ONE

INTRODUCTION

1.0 Background of the Study

Globalisation has brought a rapid change of digitalization which in turn results in

increase demands of stakeholders from service providers including governments,

private sector, non-state actors, regional and international bodies (Kusek & Rist,

2004). Stakeholders’ demand varies from democratic leadership, responsibility,

sustainable development, efficiency and delivery of tangible results. As a result, this

kind of pressure and awareness of the people especially on viability of the public

development investments (projects and programmes) necessitates M&E of

development projects.

Further to that, Mackay (2007) states that there is a great demand for M&E in

developing countries to enhance proper management of public sector. It is for that

case that, in order to improve performance of the government, there should be an

evaluation pathway. As a result, developing economies are striving to strengthen

M&E (ibid).

The African countries have started the implementation of initiatives to increase the

use of M&E in execution of development investments by the public. The initiatives

vary from newly formulated national M&E policies, frameworks, guidelines, new

departments and sections.

 2

For instance, in 2009 South Africa took an initiative to establish a department for

planning, M&E (DPME) which introduced M&E in public sector, while the

governments of Uganda, Ghana, Benin, and Kenya, among other African countries,

speedily are taking steps to develop national evaluation policies and systems

(Mapitsa et al., 2019). Tanzania is in final stages of developing its national

development project M&E framework which will be officially launched in June

2021.

Apparently, there is a debate among scholars whereby the modernists believe that the

M&E started in the western countries, therefore it is where it originated. The debate

is still going on among M&E practitioners on whether monitoring and evaluation is

still at conceptional stage in African countries or its undertakings have been existing

for many years though in different forms particularly traditional one. Unfortunately,

various scholars studied evolution of monitoring and evaluation globally from the

stone age era (Rugege, 2008). For that case, it is true if someone says that success of

local governments was based on traditional governance. With that said, decision

making involved communities whereby through pre-agreed plans meetings were

convened to hear the success and failures of those plans from traditional leaders of

different places.

Regionally, M&E has witnessed a sharp increase in its demand among African

countries from early 1990s in areas of execution, career wise and academic learning.
 3

Because it is was a new discipline, special divisions were established for guiding and

nurturing this new discipline. Therefore, the call effective M&E on different policies,

development projects or programmes was and still on the rise. M&E as an emerging

field and the dominance of western M&E practices and theories has made various

African scholar to think of coming up with a made in Africa M&E which will entail

evaluation of planning process, theories and methodology of M&E practices. This

action is based on the result from monitoring and evaluation and making its practices

in African countries popular and effective. Some other scholars highlighted those

existing M&E practices are still weak, and the weakness is probably viewed on the

side of legal and institutional frameworks. As a profession in African context, there

are more than 30 associations from different countries under the African Evaluation

Association (AFREA). Because it is a new discipline, some initiatives have been

taken by universities to offer M&E programmes both short-term and long-term

regardless the emphasis and position dilemma of this discipline.

Monitoring and evaluation in Tanzania’s public sector started in 1970s. It started as a

project-based common practice aimed to provide on-time information about the

status of the execution of development projects/programmes to the management for

their decision making. It concentrated on tracking inputs and outputs based on

available records from administration. Further to that, in 1980s, M&E expanded

 4

horizons and shifted concentration from the “project” to Sector Wide Approaches

(SWAPs). As such, M&E became one of the roles of ministries under established

M&E units. It is at that era where the new focus was introduced and that was the

management for result based approach. This was exacerbated by a change in

concentration whereby results were measured instead of inputs and outputs, and that

was a bit difficult job because it involved collecting data from project beneficiaries

(Mackey, 2007).

This transition resulted to require more data tools and sources for triangulation. It

also triggered a high level of expertise and training to the established M&E units of

sector ministries. Unfortunately, most of the established statistical offices responsible

for M&E were having shortage of resources, lacking experience and were vulnerable

to challenges. Even with the challenges identified, the importance of the collected

data was still relevant and helpful when doing M&E of the performance of

development programmes/projects. But those data were having some challenges

especially on measuring the outcome of such development interventions due to the

fact they were not enough and specific on respective projects/programmes (Valadez,

1994).
 5

Furthermore, in 1990s there was an influx of poverty monitoring. Due to the increase

of public investments especially on poverty eradication resulted to the requirement of

new activities to be monitored regarding to poverty. Essentially, this was designed to

track the standard of living with the aim to foresee the growth of the particular

individual due to the implementation of the macroeconomic policies. The presence of

National Bureau of Statistics or Offices with the ability to carry out data collection in

large scale particularly on consumption patterns of households didn’t solve the

existed problem of data because these statistical bodies lacked capacity to analyse the

collected data to inform the decision and policy makers. This necessitated the

creation of National Poverty Monitoring Units (NPMU) which were separated from

other M&E capacity building efforts. In addition to that, there were some initiatives

toward strengthening National M&E Capacity in 2000s for monitoring Poverty

Reduction Strategies (Mackey, 2007).

Likewise, since it is well known that M&E systems are crucial in giving useful and

continuous information on the progress of projects and performance feedback,

Tanzania created Public Service Management and Employment Policy (PSMEP) in

1998 and revised it 2008, the policy emphasized the prominence of having a full-

bodied M&E System in public sector in order to ensure informed decision-making

process especially in tackling challenges facing stakeholders.

 6

Based on the revised policy, other initiatives taken by the Government of Tanzania

includes strategies, operational and institutional reforms. These initiatives were

aimed at establishing and strengthening the M&E roles in the sector ministries,

Departments, Authorities/Agencies (MDAs), Regional Secretariats (RSs) and Local

Government Authorities (LGAs). The above-mentioned initiatives included setting

up systems for managing performance in MDAs; establishing Medium-Term

Strategic Planning and Budgeting Manual (MTSPBM) which resulted to the

inclusion of special chapter of Results Framework in Strategic Plans of MDAs, RSs

and LGAs. Other measures included conducting M&E trainings to MDAs, RSs and

LGAs; strengthening the M&E functions of sector ministries particularly by

establishing the M&E Sections under Departments of Policy and Planning;

establishing the National M&E section under the Ministry of Finance and Planning;

digitalizing some processes of M&E through the National Project Management

Information System (NPMIS) and continuing the implementation of strategies of

linking planning, budgeting, monitoring, evaluation processes and reporting.

1.1 Situational Analysis of the M&E in Tanzania

A well-functioning M&E system is stipulated out as an essential cornerstone of

performance management in development (Meri, 2013). In Tanzania, the process of

instituting M&E practices is both a supply and demand-side phenomenon. The M&E

provides continuous feedback and information on policymakers' and decision-

 7

makers' performance (Kayaga, 2015). Generally, it has been attributed to

the Government desire to ensure that public taxes are properly used in an accountable

and transparent manner to attain value for money in all development interventions

(MoFP, 2021).

In response to the demands, the government has taken several steps to develop and

implement M&E systems and tools throughout government institutions. According to

MoFP (2021) the measures include, but are not limited to:

a. Devising a National M&E Framework of the implementation of strategic

plans in all MDAs following the implementation of the Public Service Re-

form Programme (PSRP): The document clarifies M&E systems, identifies

key stakeholders and their roles in strengthening government M&E functions,

and provide guidance on the design, development, and strengthening of M&E

systems in MDAs and LGAs. The framework is also aimed at improving the

monitoring of indicators, performance reviews, performance reports, evalua-

tions, and data management systems in MDAs and LGAs.

b. The Government of Tanzania Medium-Term Strategic Planning and Budget-

ing (MTSPB): The MTSPB is prepared to assist institutions in improving the

quality of their plans and budgets, M&E processes, and performance report-

ing. It aims to improve public sector performance by focusing institutions on

delivering results, improving internal decision making, fostering internal and

external accountability, improving the allocation of resources, and ensuring

 8

prioritization.

c. Results-Based Management (RBM): This is a management strategy focusing

on performance and achievement of outputs, outcomes, and impacts.

d. National Project Management Information System: This is a web-based sys-

tem that serves as a repository of all the project write-ups and information/

data for projects that have been analyzed (with pre-feasibility and feasibility

study) and projects that need funding. The system assists in providing timely

development project information.

e. PO-RALG M&E Framework: The framework was developed to facilitate the

implementation of activities and programmes under PO-RALG, Regional

Secretariats (RS) and Local Government Authorities (LGAs) to ensure ac-

countability and value for money.

f. Local Government Monitoring Data Base (LGMD): This is a data source de-

veloped by PO-RALG as a standalone database that captures non-financial M

& E indicators in seven categories at the District Council: villages, wards,

districts, poverty, education, health, and roads.

Despite the undertaken initiatives, several reviews and studies have indicated that

there is still room for further strengthening of Tanzania's M&E systems (MoFP,

2021). This includes establishing a comprehensive and integrated framework as well

as a whole-of-government M&E system to provide overall guidance on the

development and application of M&E across all sectors. Furthermore, the M&E units
 9

need capacity development to analyze and synthesize information collected for

timely strategic decision-making and accountability (Mackay, 2007). Assuring that

MDAs and LGAs M&E units are adequately staffed and equipped to deliver output

on time (MoFP, 2021).

1.2 Statement of the Problem

According to Kamau & Mohamed (2015), for an organization to develop, there

should be a successful completion of projects. And it is agreed by the implementers

of the projects that M&E has been important in realization of objectives and

successfulness of the projects. On top of that, Kaliu (2010) pinpointed that M&E of

the project increases value and efficiency of the whole process of planning to

implementation of projects by giving a room for the correction of faults and mistakes

in order to stick to the standards.

Despite that, there is an observation of failures of the government and/or donor

funded projects (Kamau and Mohamed, 2015). These projects usually undergo the

necessary M&E processes which are often a requirement of the law (Kamau and

Mohamed, 2015). M&E systems are a continuous process of collecting information

and data (Mandara et al., 2013). It is also significant for sustainability of community-

based projects (Wanjohi, 2010). However, the contradiction is, despite a consensus

among scholars that proper M&E leads to project success, there are still cases of

project failure.
 10

According to Civil and Political Rights Watch (2013), a Tanzanian Water and

Sanitation Project of 2003 to 2010 in which the World Bank invested $164 Million

failed. The experience has shown that, some projects recorded failure even in the

presence of M&E activities. Additionally, another water sector projects faced serious

failures from a multimillion programme supported by World Bank in 2000s known

as Water Sector Development Programme (WSDP).

Tom &Kushner (2014) added that in the first phase of the programme completed in

2007, five water systems had been completed in Mpwapwa. Less than a decade later,

four of them were not functioning. But what should be kept in mind is that, World

Bank programmes has the component of M&E. The World Bank, conducted an

extensive M&E on the first phase and the result forced the bank to redesigned the

programme by avoiding factors led to failures in phase one. These experiences rise

into questions on effectiveness of M&E conducts.

Hassan (2013) in his study suggested that, perhaps officials constitute monitoring

teams may be lacking the required capacity or ability to undertake their work

effectively, or they are using wrong approaches and methodologies in undertaking

the activity. Consequently, this study assessed the effectiveness that Sector

Ministries’ M&E has in the implementation of development projects and

programmes in Tanzania.
 11

1.3 Research Objective

1.3.1 General Research Objective

The general objective of this study was to assess the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania.

1.3.2 Specific Research Objectives

i. To determine the impact of human capacity on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania,

ii. To assess the contribution of material resources on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania,

iii. To ascertain the influence of fund allocation and disbursement on the

effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania

1.4.1 Research Questions

The study expected to answer the following questions:

1.4.2 General Research Question

Are the Sector Ministries’ M&E effective in the implementation of development

projects and programmes in Tanzania?

1.4.3 Specific Research Question

Specifically, the study answered the following questions;

i. What is the effect of human capacity on effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania?

 12

ii. What contribution does material resources have on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania?

iii. How does fund allocation and disbursement influence the effectiveness of

Sector Ministries’ M&E in the implementation of development projects in

Tanzania?

1.5 Relevance of the Research

The findings of this study will help the government and other development

stakeholders to have a clear picture/ understanding on what constitutes to

effectiveness of M&E of development project and other non-development activities.

The study provides lesson on how best can M&E conducts be improved and explore

the result for having a more informed decision making. Likewise, it’s expected to

provide a lesson to management teams of projects on how to improve project or

program outcomes and planning process as explained by various scholars that

monitoring and evaluation results may be used as a learning tool especially in project

planning and design. Also, other scholars may use the findings from this research for

further researches.

1.6 Organization of the dissertation

This particular dissertation involves five chapters. Following the introduction part,

Chapter two covers conceptual definitions, literature review, policy review, the

existing gap in the body of knowledge and conceptual framework. Methodology,

 13

strategies, design of sampling and its procedures, data collection, processing and

analysis are all articulated in Chapter three. Chapter four presents the findings/results

of the data collected from the field and chapter five concludes and offer

recommendations basing on the findings of the study.

 14

CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Definitions

2.1.1 Monitoring

There is no single common agreed definition among practitioners. Though, there are

common key words that practitioners do agree about monitoring including a routine

exercise, day to day activity, by few mentioning (researcher’s opinion). IFRC (2011),

defined monitoring as a routine task of collecting and analysing data for the purpose

of tracking progress compared to previously prepared plans in order to form

standard, pinpoint trends and patterns, adapt strategies/policies in order to inform

decision makers and other stakeholders of the project/programme.

However, for the case of this study, a definition of monitoring will be adopted from

Guijt and Thea (1998), who defined monitoring as a continuous internal managerial

task which aims to guarantee that a project attains its predefined objectives in a given

time period and financial resource, and gives feedback regularly to the management

on implementation status of the project and the problems faced during the

implementation so that corrective measures can be taken on timely basis.

 15

2.1.2 Evaluation

Ellington, Percival and Race (1993) in their study, defined evaluation as a periodic

gathering, analysing and interpreting of data on any particular part of implementation

of the programme of education or training as a foundation to provide judgement on

effectiveness, efficiency and even other effects may result due to that particular

programme or training based on the known process.

Also similar to monitoring, evaluation among practitioners has no common single

agreed definition. However, definition of evaluation in this study will be adopted

from UNEG (2012), which is a periodic and free from biasness assessment of an

activity/project/programmes, or strategy/policy/topic/theme or sector, operational

area and institutional performance. The focus of evaluation is on the anticipated and

attained goals or objectives, assessing results chain, procedures, cause-effect

relationship for the purpose of understanding triumphs or failures (ibid).

2.1.3 Development Project

A plan that sets up organizations, networks and tools that have an impact in terms of

synergy and development for the community, a sector, region, and or a country. 1

1https://www.synergielyoncancer.com/glossary/developmentalproject#:~:text=A%20project%20that

%20sets%20up,work%20towards%20a%20common%20objective. Accessed on 2nd April 2021, at

 16

During implementation of development projects, there are other projects and

stakeholders from different prospects that need to work together in order to achieve

the planned objectives.

Also, there are works that development organisations or partners do in development

projects including preparation and implementation of development projects, capacity

strengthening of local institutions and promotion of sustainable strategies for

community self-reliance. The projects can be financed through private, public

contributions and other sources. A single problem may be solved by a single

development project, or it might need a series of projects to solve a particular

problem.2

07:07 PM.

2
https://www.pm4dev.com/pm4dev-blog/entry/characteristics-of-development-projects.html accessed
on 1st April 2021 at 07:25 PM
 17

2.2 Theoretical Literature

There are some M&E related theories and models that explain about M&E practices,

methods as well as applied tools. These theories and Models are developed and

improved to tackle a broader scope of M&E practices and challenges. However, this

study will be modeled by Logical Framework Model Theory as well as Evaluation

Theory.

2.2.1 Logical Framework Model Theory

There are different model approaches developed by governments or international

organizations to ensure effective planning, management and decision making of their

programmes, projects, strategies or policies. In order to have proper plans, manage

the developed plans and conduct unbiased evaluation of all development activities,

United States Agency for International Development (USAID) designed the Logical

Framework Approach (LFA) in 1967. The approach gives a direct and reasonable

analysis of the correlation of activities, inputs, outputs, outcomes and impacts against

the predetermined objectives or goals of development endeavors. The framework jots

down all the requirements/resources to be used in implementation of

activities/processes in order to achieve short term, intermediate and long-term

results. The Logical Framework Model Theory can provide the basic information

necessary in conducting the M&E exercise of the programme or project (Frankel and

Gage, 2007). The logical framework approach provides an opportunity to understand

 18

the cause-effect relationship of activities, input, output, outcome and impact against

the predetermined objectives and goals.

2.2.2 Evaluation Theory

This theory provides effective approaches to deal with problems concerning with the

process of evaluation (Donaldson, 2001). Evaluators will learn what works and not

works about programmes and at the end will be in a position to save their time and

other resources. The theory provides an option to assess how effective the project

was in attaining its predetermined objectives and for ongoing projects, the theory

helps to determine the relevance and sustainability of a particular project.

The evaluation theory provides a baseline for comparison between the attained

project impact against the predetermined impacts during project planning McCoy

(2005). Additionally, Shapiro (2004) postulates that there are two main types of

evaluations depending on time when they are undertaken. The first type is called

Formative Evaluation; this type is based on the efficient usage of resources in

producing outputs and emphasizes on strengths, weaknesses, and challenges of the

project/programme. And it assesses whether the continued project plan will be able

to deliver the project goals or it requires to be redesigned (Passia, 2004). These kinds

of evaluations are sometimes are termed interim or midterm evaluations. The second

type of evaluations are called summative evaluation which are normally undertaken

at the end of project implementation. These always aimed to determine how the
 19

project proceeded with implementation, its successes and challenges faced the

implementation and if there were any lessons learned. Macdowall (2000), in his

study suggested that findings from this type of evaluation are used as reference for

future execution of projects by documenting factors for success and failures of

previous implemented projects.

2.3 Empirical Analysis of Relevant Studies

2.3.1 General Studies

Görgens and Kusek (2010) envisioned to discover ways in which M&E systems

would work on the United States of America (USA), their findings showed that

M&E was an influential public managerial tool which can be employed to improve

the way governments and organisations achieve their results. Maintaining M&E

system which will ensure that data or information collected are trustworthy, timely,

and relevant is very important to keep it on board. It’s very important to skip the

difficulties facing M&E systems in order for government’s, non-state actors’, private

communities’ projects, programs, and policies perform and be measured properly

against the designed goals and objectives. Also, governments and other organizations

can manage challenges facing M&E systems and approaches by facilitating those

systems with experienced, skilled and capacitated institutions.

Additionally, Raimondo (2016) studied the contribution of good M&E on

performance of project of the World Bank implemented in the United States of

 20

America. She revealed that there are common characteristics monitoring and

evaluation possess for it to be good quality M&E including: organizational

arrangements and clear M&E team compositions during undertaking M&E activities;

clear M&E guideline that takes into consideration the existing M&E systems of the

respective institutions; well linked with institutional operations and which can

produce reports on time.

2.3.2 Studies in African Countries

According to Rosenstein (2013), the M&E systems in Africa were established due to

the pressure by governments to strengthen their accountability and also because it

was among the conditions of global agendas like SDGs. Therefore, the presence of

the M&E systems always helps decision and policy makers because it becomes the

basis for informed decision on outcomes and long-term effects of government

planning and implementation of their projects/programmes. However, there are still

existing concerns going on with the type of M&E established by donors or project

financiers. The experience shows that those systems are not typically transformative

rather they are embedding western development knowledge and modalities of

supervision (Mapitsa et al., 2019).

Naidoo (2011) studied relationship between M&E and good governance in South

Africa. The findings showed that there is a direct relationship between M&E and
 21

good governance due to the fact that sharing information from M&E activities

increases transparency which in turn deepens democracy.

Tukwayo (2018), the study examined the contribution of monitoring and evaluation

systems in building sustainable public houses by the Government of Malawi. Among

other highlights from the study was the existence of poor monitoring and evaluation

practices in public institutions. So, there was a demand for an active and vibrant

institutions for ensuring principle of participation, consensus orientation, strategic

vision, effectiveness and efficiency, transparency and the rule of law in all

administrative and political institutions. However, the study was looking on

providing sustainable public houses but the proposed research was engrossed on

organization project. Also, these researches were conducted in the oversea country

with different administrative dynamics compared to that of Malawi. Therefore, the

findings might not be reflecting the truth.

Govender (2013), studied how M&E systems can enhance governance and

government in South Africa. They discovered that, M&E activities within institution

may reduce factors such as costs of employee turnover and increase employee

productivity, employee morale, employment equity legislation, criticality and

scarcity of skills, and availability of development and employment opportunities.

As discussed above, it is true that there is a need for African evaluators to design

based on their context approaches and methodologies instead of copying and paste
 22

the system of western. However, it is promising that the process of defining African

identity from that of western is attaining momentum among practitioners. Generally,

African people should themselves be the center of transforming knowledge so that it

suits their context (Chilisa et al., 2016; Chilisa, 2012).

2.3.3 Empirical Studies in Tanzania

Mapunda (2015), studied the obstacles affecting carrying out health sector activities

financed through basket fund in Tanzania’s Local Government Authorities (LGAs)

in Ngara district. The study had three objectives as follows: timely release of fund,

amount released and submission of progress reports. The research found that

disbursement of fund was not on timely basis as a result LGAs performed poorly

since implementation of activities were behind the implementation schedule. Based

on the area of focus of the study which was local government authorities, it opened

up an opportunity for other researchers to further study into areas like NGOs.

Kayaga (2015) studied the role of M&E in ensuring sustainability of water projects

in Pwani region particularly in Bagamoyo District. The study area covered five (5)

wards and six (6) villages. The following were specific objectives of the study: to

understand the existing M&E activities conducted in water projects, to know the
 23

challenges facing water projects especially in conducting M&E activities and to

propose the best approaches to be used in improving M&E practices.

The study conducted to 100 respondents whom were selected from different levels

including project implementers from district water department, water committee’s

members, water users and other project beneficiaries. The research found that, the

popular M&E practice used was field visits and meetings. It further discovered that,

aspect of sustainability was missing and it was caused by ineffective M&E systems.
 24

2.4 Research Gap Identified

Successively, literatures have led into the conclusion that M&E is potentially an

essential tool for any successful realization of the goals and objectives of

development projects. Therefore, M&E is a basic factor necessary for determining

development projects success. Empirical literature disclosed that, the development

projects with an effectively working M&E do in fact accomplish the development

projects on time, maintains the value for money, is more accountable and transparent

and prompts the utilization of the resources allocated for the implementation of

development project. However, literature has not been able to explore the inputs that

led to an effective M&E in implementation of development projects especially in

Tanzanian perspective. Subsequently, this study intended to seal the existing gap by

assessing an effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania with the focus on ministry of water, ministry of

energy and ministry of works and transport of the United Republic of Tanzania.

These sector ministries are selected because they accumulate more than 50% of

government development budget which means they implement large part of flagship

projects according to the annual and medium-term development plans. Also, they are

strategic sectors in achieving the Tanzania Development Vision 2050.

 22

Figure 2.1 Conceptual Framework

INDEPENDENT VARIABLES MODERATING VARIABLES DEPENDENT VARIABLE

Human Capacity
M&E Management
Number of personnel
Intervention of Donors
Availability of skilled Personnel

Material Resources
Effective M&E
Essential kits
Time
M & E Tools
Quality
Cost

Allocation and Disbursement of

fund
Enough Fund
Timely availability of fund
 23

Figure 2.1 above describes the relationship between variables of the study. It shows

how the study assumes the influencing-influenced relationship between independent

and dependent variables of the study. Conceptual framework connotes that the action

or influence commences from the point of independent variables denoted by effective

M&E with relatively inputs for effective M&E practices, and then takes further

action into moderating variable denoted by externalities while ending with the

effective M&E.

2.5 Summary

This chapter reviewed the literature of factors contributing to effectiveness of Sector

Ministries’ M&E in implementation of development projects in Tanzania. The

overall assessment of empirical debates and studies succeeded in documenting a

number of key shortfalls. As a result, they have made important contributions to our

understanding of measures and mechanisms for improving utilization of M&E.

Despite these achievements, there was a scant literature on inputs that lead to

effective M&E of sector ministries in the implementation of development projects in

Tanzania. For that case, the literature review helped to fill some of literature gaps

that the objectives of this study strive to fill at.

24
 25

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Strategies

In this context, the study used a case study strategy. Insights that gained from case

studies can moreover be useful in development of theory (Flyvbjerg, 2006). The

choice of case study is reasonable because it shows how the variables affects the

effectiveness of M&E. This design used studies conducted in the past to widen the

exploration margin of the subject at hand.

3.2 Survey Population

Sampling frame/population of this study consisted of 100 workers from Policy and

Planning Departments/Sections under the Ministry of Water, Ministry of Energy as

well as Ministry of Works and Transport at their respective headquarters in Dodoma.

Furthermore, the study included beneficiaries of the projects to assess the

effectiveness. In this regard, the study gathered information from the staff of the

National M&E section, under the National Planning Department in the Ministry of

Finance and Planning. Correspondingly, the study assessed the effectiveness of M&E

systems by seeking for information from staff of Prime Minister’s Office-

Coordination.
 26

3.3 Area of the Research/Survey

The study was conducted at the Headquarters of Ministry of Water, Ministry of

Energy as well as Ministry of Construction and Transport. Ministry of Water has

principle activities of preparation and overseeing the implementation of Water

policy and strategies for water sector development program; development and

administering the implementation of rules, regulations, and procedures in water

sector; seeking funding for water projects; gathering, analyzing, interpreting and

storing water sector data; issuing guidelines for sustainable use of water resources;

enhancing research on the best technologies in the water services, and coordinating

the responsibilities, and implement the advice of the national water board. Among

sector ministries that takes substantive share of development budget is the ministry

of water. There are many projects that are being implemented including water from

Lake Victoria project which supplies water from Mwanza, Shinyanga to Tabora,

water projects in Dar es Salaam and other towns and regional headquarters. The

Manifestation of Chama Cha Mapinduzi of 2020 – 2025 has depicted out that the

focus is to make sure that water availability and accessibility will be 95% in towns

and 85% in rural areas.

Ministry of Energy is mandated to facilitate development of energy sector in

Tanzania through legislation, policies, strategies and plans for sustainable use. It
 27

coordinates several authorities responsible for generation and distribution of

electricity in the country. The Tanzania Electric Supply Company Limited

(TANESCO) is a Tanzanian parastatal organization established in 1964, its

operations are regulated by the Ministry of Energy. The ministry is coordinating the

implementation of several flagship projects from hydro to gas projects including the

Julius Nyerere Hydropower Project previously known as Stigler’s Gorge in Rufiji

River, Kinyerezi I, II and III. Apart from TANESCO, the ministry is regulating the

operations of Rural Energy Agency (REA). The main role of REA is to increase

connectivity or access to modern energy services in rural areas of Mainland

Tanzania. This agency is now in implementation of phase III, more than 8000

villages are now electrified through REA projects.

The Ministry of Works and Transport in Tanzania, was created in 2020 after

dissolving the former Ministry of Works, Transport and Communication. Among

other functions, this ministry is responsible for undertaking all activities regarding

constructions of roads and airports through Tanzania National Roads Agency

(TANROADS) and some government buildings through Tanzania Building Agency

(TBA). It is also responsible for all construction of transportation routes including

railways and ports. It is possible to say that this ministry was created and is

responsible for promoting a quality, efficient, environmentally friendly, and cost-

 28

effective construction industry that facilitates the social and economic development

of the country. The ministry is now coordinating the implementation of several

flagship projects including SGR, Revamping ATCL, Expansion of Dar es Salaam

port, Procurement and rehabilitation of marine vessels in Lake Tanganyika, Victoria

and Nyasa.

3.4 Sampling Design and Procedures

3.4.1 Sample Size

Yamane’s formula was used to determine size of the sample to be used for data

collection. The formula is as follows;

Whereby;

n is sample size; N repents population selected, which is 100; and

is the level of precision or sampling of error; which is normally expressed in

percentage from ±5% to ±10%. However, for the case of this study, the level of

precision was ±10%.

Therefore;

This was being equal to say

 29

Therefore;

1 respondent was added as sampling error of ±10% requires.

Therefore, the study used a sample of 51 respondents out of the population of 100

officials from Policy and Planning Sections/Departments of ministry of water,

ministry of energy ministry of works and transport as well as beneficiaries of the

M&E systems from Ministry of Finance and Planning-National M&E and Prime

Minister’s Office-Coordination.

3.4.2 Sampling techniques

The study used Systematic and Purposive sampling techniques as follows:

3.4.2.1 Systematic Sampling

Systematic sampling method was used to obtain 80% of respondents who were

selected among M&E officers for data generation. Systematic sampling was fairly

easy to conduct and it was widely used because of its convenience, time, efficiency

and also it provides more precise estimates. Respondents that were selected using

this sampling method were given open ended questionnaires to gather the

information that they have regarding to the subject at hand.

 30

3.4.2.2 Purposive Sampling

Purposive sampling method was used to obtain the remaining 20% of all

respondents. Basically, Directors of Policy and Planning (DPPs), Assistant Directors

of Policy and Planning, as well as Principal Officers from Policy and Planning

Sections/Departments of ministry of water, ministry of energy ministry of works and

transport as well as beneficiaries of the M&E systems from Ministry of Finance and

Planning-National M&E and Prime Minister’s Office-Coordination. These

respondents were consulted for data gathering due to the fact that they are likely to

give the best picture on the effectiveness of sector ministries’ M&E in the

implementation of development projects in Tanzania. Interviews were conducted to

these respondents in order to grasp the deep knowledge they have on the subject

matter.

3.5 Research Model

This study used the partial least squares path modeling or partial least squares

structural equation modeling (PLS-PM, PLS-SEM) which is a method of structural

equation modeling which allows estimation of complex cause-effect relationship

models with latent variables. Basically, the study assumes and explains that the

effectiveness on M&E is basically attributed with the inclusion of the set of a well

human capacity, organized and reliable material resources as well as reliable and

timely allocation and disbursement of fund, the established solutions to the

 31

contemporary M&E challenges, and, lastly, the role played by the Intervention of

Public Sector. It can be formulated as;

H0: [HC ᴧ MR ᴧ FA ᴧ SC ᴧ PSI] → EM&E

Whereas;

EM&E represents the dependent variable which signifies Effective M&E;

HC represents independent variable which signifies a set of human capacity;

MR represents independent variable which signifies organized and reliable material

resources;

FA represents independent variable which signifies a reliable and timely allocation

and disbursement of fund;

SC represents controlling variable which signifies the set of immediate solutions to

the contemporary M&E challenges; and

PSI represents controlling variable which signifies the role played by the

Intervention of Public Sector

To test the composite hypothesis (H0: [HC ᴧ MR ᴧ FA ᴧ SC ᴧ PSI] → EM&E), each

independent variable was tested separately (for example H 1: HC → EM&E). since the

questionnaires used a Likert Scale, Microsoft excel was used to analyse data for the

inferential analysis.
 32

3.6. Methods of Data Collection

3.6.1. Interview

Interview was used to collect first-hand information and to obtain key information.

Data were collected from respondents using interview as the compliment to the

questionnaires. Interviews were useful as they provided first-hand information and it

enabled face to face contact with respondents.

3.6.2. Questionnaire

The researcher used questionnaires to gather information that answered research

questions. The study used both open ended and close-ended questions for data

collection to answer the research questions presented in Section 1.4. the

questionnaire had two parts: The first part was about personal information; and the

second part had some questions relating to variables of this research. The use of

questionnaire is reasonably easy as it allowed respondents to be free in giving out

their views on the issues relating to effectiveness of sector ministries’ M&E in the

implementation of development projects in Tanzania.

3.6.3. Document Review

As it was stated in section 3.6, this study used both primary and secondary data.

Primary data, in particular, were collected through designed questionnaires and

interviews. Also, the study made use of secondary data, that were gathered from
 33

documented and published sources which included internet and government reports

especially respective sector ministry’s M&E and quarterly progress reports.

3.7. Data Processing and Analysis

3.7.1. Descriptive Data Analysis

Descriptive analysis was used to analyze descriptive data. Descriptive data analysis

was used to summarize individual information in order to get the pattern. Measures

such as Mean and describe the demographic features of respondents. This method

gave the researcher an opportunity of data justification and interpretation.

3.7.2. Inferential Data Analysis

The study used inferential statistics in drawing the relationship between multiple

variables and make predictions. With this analysis, cross tabulation was used to show

the relationship between key variables. Apart from using cross tabulation, the study

made good use of graphs and charts for presentation of quantitative data; after

collecting, editing, and coding the data, the data were presented in the form of tables,

percentages, and frequency. Additionally, Stata 3 was used to analyse the data

whereby Means of each variable were used to draw the conclusions of the findings.

3
Stata is a complete, integrated software package that provides all your data science needs—data
manipulation, visualization, statistics, and reproducible reporting.
 34

3.8 Trustworthiness of the data

In each study, researchers should establish the protocols and procedures necessary

for a study to be considered worthy of consideration by readers (Amankwaa, 2016).

Trustworthiness or rigor of a study refers to the degree of confidence in data,

interpretation, and methods used to ensure the quality of a study (Pilot & Beck,

2014). Anney (2014) and Gay, Mills and Airasian, (2012) maintain that the

trustworthiness of qualitative study can be recognized by taking into account four

important strategies namely: credibility, transferability, dependability and

conformability.

3.8.1 Credibility

Credibility is defined as the confidence that can be placed in the truth of the research

findings (Macnee & McCabe, 2018). Credibility establishes whether or not the

research findings represent plausible information drawn from the participants’

original data and is a correct interpretation of the participants’ original views

(Graneheim & Lundman, 2014).

3.8.2 Transferability
 35

Anney (2014) postulates that transferability emphasizes the generalization of the

research findings. It refers to the degree to which the results of qualitative research

can be generalized or transferred to other contexts or settings (Yin, 2013). For this

study, researcher enhanced transferability by doing a thorough job of describing the

research context and the assumptions that were central to the research.

3.8.3 Dependability

Saumure & Given (2018) suggested in their findings that in order to address

dependability issues is by providing clear explanation of the whole research process

including instruments used so that other researchers may be able to collect data in

similar ways. Additionally, dependability may be addressed through conducting new

studies on population with homogenous demographic variables, using similar

questions and coding data as how it was coded in the original study (Yin, 2013).

Generally, it can be concluded from the above facts that, data collection and coding

methods used needs to clearly and well stated for demographic of the variables and

research questions. In this study, therefore, for ensuring aspect of reliability: the

interview process (including time, content, etc.) and the analysis of data was

discussed clearly; the profile of interviewees was explained in detail; the interview

questions that used to collect the data from interviewees were clearly prepared and
 36

incorporated in the annex part of the report; and during the data collection process,

efforts were made to reduce errors and bias. In this regard, before closing the

interview sessions, the researcher tried to check the accuracy of the data by

discussing the points taken on the note with the participants and getting their

feedbacks.

3.8.4 Confirmability

According to Yin (2013), establishment of correct measures for quantitative and

qualitative studies refers to confirmability. In other words, the researcher should ask

the question: ‘am I truly measuring/recording what I intend to measure /record rather

than something else?’ (Tashakkori and Teddlie, 1998). For this study, researcher

addressed the issue of conformability through the use of multiple coders,

transparency, audit trails, and member checks.

3.9 Ethical Consideration

 37

According to Gay, Mills & Airasian (2012) research ethics is the interaction between

researchers and people they study. The researcher adhered to some ethical issues and

considered them useful during data collection processes. These aspects are:

3.9.1 Research permit

Research permit it is viewed as central concept in moral study doings and also, it is

one of the key ideologies supporting specialized guidelines for social scientists by

Wiles (2021). Being permitted to undertake any study provides the research

legitimate and reduces anticipated obstacles to carry it out. The research obtained the

research clearance from the Vice Chancellor of the Open University of Tanzania and

from respective institutions.

3.9.2 Participants’ informed consent

According to Anney (2014) a mechanism that ensures people understand why are

they participating in a particular study before they agree to participate with their

consciousness is called Informed consent. The researcher informed participants about

 38

the reason by providing fair and full explanations of the research problem, purpose

and objectives of the study. Further, respondents were given a chance to participate

voluntarily while all other ethical principles were taken care off. Individual decided

on themselves to either participate or not in the respective study after being well

informed the purpose of the study.

3.9.3 Confidentiality

Creswell & Plano-Clark (2017) observed that conversation may refer to social act

that needs to be a two-way traffic (give and take) and, because is known that

qualitative research is all about conversation, therefore, it is important for data

collectors to keep their conversation between participants and them as secret. In that

regard, the respondents will be assured of total privacy and confidentiality of the

information which they will provide by informing them the purpose of the study will

be just for academic use only and that all information which will be collected will be

stored safely in such a way that no any individuals who are not authorized will access

the information.

3.9.4 Anonymity

Creswell and Plano-Clark (2017) refers to collecting data without obtaining any

personal, identifying information. Participants in the study have the right to

 39

anonymity; they have their identities kept anonymous. In order to ensure anonymity,

the researcher kept the respondents’ answers private when presenting the findings of

the study. No names were requested during interview and questionnaires sessions.

3.9.5 Harm to participants

Polit and Beck (2014) emphasizes that the ‘no harm’ principle should be taken into

board by researchers, to keep participants aware of the potential harms that might be

inflicted upon study subjects. In this study, the researcher ensured participants’

defense from any kind of harm, psychological and physical by not asking sensitive

and private issues. Even when researcher was informed on sensitive issues still the

researcher let the respondents know that those issues remained secret.
 40

CHAPTER FOUR

FINDINGS/RESULTS AND DISCUSSION

4.1 Introduction

This chapter is set to give the findings of the study. It is divided into two major

categories. The first category explains the socio-characteristics of the respondents.

Basing on the nature of the consulted respondents of the study; educational level,

positions and job experience of respondents are described in this category. The

second category is that which explain the findings of each of the objectives
 41

pertaining to the effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania.

4.2 Demographic Characteristics of Respondents

The study intended to seek opinions of respondents from and with different socio-

cultural origin. However, only level of education, position of respondents and level

of experience was assessed by this study. The following was the distribution of

respondents basing on level of education, experience and position held.

Additionally, as stated in Section 3.4.1, the study used a sample of 51 respondents

out of the population of 100 officials from Policy and Planning Sections/Departments

of ministry of water, ministry of energy ministry of works and transport as well as

beneficiaries of the M&E systems from Ministry of Finance and Planning-National

M&E and Prime Minister’s Office-Coordination. Apparently, the study used

interview to collect data from 20% of all respondents which were, basically,

Directors of Policy and Planning (DPPs), Assistant Directors of Policy and Planning,

as well as Principal Officers Policy and Planning Sections/Departments of ministry

of water, ministry of energy ministry of works and transport as well as beneficiaries

of the M&E systems from Ministry of Finance and Planning-National M&E and

Prime Minister’s Office-Coordination. So, it is, for that case, that questionnaires

were used to collect data from 80% of all respondent respondents who were selected

among the staff of Policy and Planning Departments of the Ministry of Water,
 42

Ministry of Energy and Ministry of Work, Transport and Communication of the

United Republic of Tanzania. Therefore, the presentation of demographic

characteristics will only be based on 80% of the respondents (41 respondents).

4.2.1 Education Level of Respondents

More often there are clear differences in opinion between respondents with a

different educational level. This study intended to seek opinions from respondents

from all levels of education. It categorized level of education into Ordinary

Secondary Education, Advanced Secondary Education, Diploma Level as well as

Undergraduate Degree and Above. Table 4.1 shows distribution of education level of

respondents.

Table 4.1: Level of Education of Respondents

The study found that staff of Policy and Planning Departments of the Ministry of

Water, Ministry of Energy and Ministry of Work, Transport and Communication

 43

have undergraduate degree and above as 100% of the consulted respondents

responded to the questionnaires and interview. The results of the study show that

staff of the ministry are academically qualified since they possess undergraduate

degree and above. Table 4.1 show representation of the level of education of

respondents.

4.2.2 Position of Respondents

The study intended to seek opinions and insights of the respondents from all sphere

of Policy and Planning Departments of the Ministry of Water, Ministry of Energy

and Ministry of Work, Transport and Communication which actually, deals with all

Ministerial M&E. Literally, table 4.2 shows the distribution of respondents basing on

their positions;

Table 4.2: Positions of Respondents

 44

Basing on the finding from table 4.2, the study consulted Agricultural Economists

who comprised 4.88% of all respondents, Demographers who comprised 2.44% of

all respondents, Economists who comprised 75.61% of all respondents, Planning

Officers who comprised 2.44% of all respondents as well as Statisticians who

comprised 14.63% of all respondents.

4.2.3 Job Experience of Respondents

The study was made under the assumption that, when all factors held constant,

experience of the workers determine their responses when exposed to the same

enquiry. This study intended to seek opinions from respondents with no regard of the

working experience. Following that, the study categorized job experience into groups

of Below 2 years, 2-5 years, 6-10 years then 10 years and above. Table 4.3 show

distribution of respondents basing on their job experience.

Table 4.3: Job Experience of Respondents

 45

The results of table 4.3 shows that 7.32% of the respondents have job experience of

below 2 years, 21.95% of the respondents have an experience of between 2 to 5

years, 41.46% have an experience of 6 to 10 years and the remaining 29.27% have

job experience of 10 years and above. The results imply that majority of the staff of

the ministries are well experienced and they are most likely able to possess enough

skillset to carry out their duties.

4.3 Presentation of findings

This section aimed at assessing the effectiveness of Sector Ministries’ M&E in the

implementation of development projects in Tanzania. The findings are analyzed and

discussed basing on the objectives of the study which are determination of the

impact of human capacity on the effectiveness of Sector Ministries’ M&E in the

implementation of development projects in Tanzania, assessment of the contribution

of material resources on the effectiveness of Sector Ministries’ M&E in the

implementation of development projects in Tanzania, and ascertaining the influence

of fund allocation and disbursement on the effectiveness of Sector Ministries’ M&E

in the implementation of development projects in Tanzania.

 46

Moreover, the study used an estimated mean of each of the assumed variable. The

mean was used to determine the weight of each of the pre-mentioned variables of the

information obtained from the field. Furthermore, for the case of this study,

researcher considered the response with the highest mean under the scale of 0 to 5 as

the highly selected and nominated response, and, hence, the conclusions were drawn

basing on the average of each of the response. Stata4 was used to manipulate and

analyze the quantitative data with the following codes and label as they were used in

the software;

Table 4.1: Codes and labels for the responses

Code Label

E11 Timely use and dissemination of M&E findings

E12 Expenses of M&E activities are within the budget

E13 M&E goals are mostly accomplished

E14 Please list any other opinion

F21 Human capacity for M&E

F22 Funds disbursement procedures

4
Stata is a complete, integrated software package that provides all your data science needs—data
manipulation, visualization, statistics, and reproducible reporting.
 47

F23 Budget allocation for M&E activities

F24 Please list any other factor

E31 If well managed, it improves efficiency and output

E32 It enhances productivity growth due to labor creativity

E33 Human Capacity provides better M&E Expertise through skill-set

E34 It provides synergy of ideas for a better M&E Practices

E35 Please list any other effect

I41 Maximization of M&E Productivity

I42 Improve M&E Budget Accuracy and forecast

I43 Provide Greater Adherence to M&E Milestones and Deadlines

I44 Enhance M&E Quality Control

I45 Please list any other impact

I51 Enough fund provides Infrastructures for M&E activities

I52 Timely availability of fund enhances on-time completion of M&E

I53 Create conducive environment for implementation of M&E activities

I54 Availability of fund motivates M&E staff

I55 Please list any other influence

M&E skills and knowledge play a major role in providing guidance in

A61 development of effective M&E system

The number of trainings provided to M&E personnel determine the

A62 performance M&E system

 48

A63 Training given is relevant to my work

A64 Level of training influence the ability to perform M&E effectively

A65 For M&E to perform well it is important to have a well-trained official

Human capacity for M&E influence effective M&E system in the

A66 organization

A67 Please list any other proficiency

A71 Materials are enough

A72 Materials are available on-time

A73 Prompt response to the immediate need of material

A74 Please list any other proficiency

A81 Disbursement review processes have influence on the delay of funds.

Funds disbursement procedures contribute to greater extent the delay of

A82 M&E activities

Delay of funds disbursement by Accountant/ financial people without

A83 reasonable grounds have effects in facilitating M&E activities

A84 Disbursement of funds influence effective M&E system in the ministry

A85 Please list any other proficiency

A91 The funds allocated for M&E activities is sufficient (5%-10%)

A92 Organization ensures that funds for M&E activities are provided on time

A93 There is a separate budget for M&E activities

A94 Budget allocation influence effective M&E system in the ministry

 49

A95 Please list any other proficiency

4.3.1 The impact of human capacity on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania

The study aimed to assess the impact that human capacity has on effectiveness of

Sector Ministries’ M&E in the implementation of development projects in Tanzania.

In order to answer this question, the study asked different questions to the staff of

Policy and Planning Departments of the Ministry of Water, Ministry of Energy, and

Ministry of Work, Transport, and Communications; as well as staff from National

M&E of Ministry of Finance and Planning, and Prime Minister’s Office-

Coordination.

Primarily, respondents were asked to tick against the best opinion that express kind

of M&E training that they possess among formal training, on the job training, formal

and on the job training and if they have never trained. Precisely, the study found that

only 10.34% of all respondents have formal M&E training, while 48.28% and

37.93% have on the job training and formal and on the job training respectively. On

the other hand, only 3.45% have never trained. Table 4.4 shows tabulate the

responses.

Table 4.4: M&E Training of the respondents

 50

What kind of M&E training do you

possess? Freq. Percent Cum.

Formal training 3 10.34 10.34

On the job training 14 48.28 58.62
Formal and on the job training 11 37.93 96.55
Never trained 1 3.45 100.00

Total 29 100.00

Basing on the table, the study reveals that majority, about 48.28% of the respondents

possess on the job training of M&E. The figure depicts that the staff have no formal

M&E training but are trained on the job and are subjected to perform M&E related

works for their ministries. Apparently, the findings of the study contradict with

Vanessa and Gala (2011) who proposes that M&E training should not just be mere

training, instead, it must be by undertaking learning approach which are best

practices and have a positive effect on M&E process within an organization.

On the contrary, the study reveals that Policy and Planning Departments of the

Ministry of Water, Ministry of Energy and Ministry of Work, Transport and

Communications despite having a larger proportion of workforce with no formal

M&E training, they also have inadequate number of staff. That was revealed during

the interview as one of the interviewees stated;

“We really have a serious shortage of manpower to execute Monitoring and

Evaluation related activities for the Ministry. For example, in our

 51

department, apart from me (DPP) and my assistant, we had only 5 personnel at

operational level, but, 2 of them shifted, and 1 is about to retire and 1 will at any

time shift to Tanzania Ports Authority.”

Further to that, the study sought to identify whether Human Capacity affects the

effectiveness of M&E. Subsequently, the study gathered the opinions of the

respondents and found that 95.12% of the respondents conforms with the notion that

Human Capacity affects the effectiveness of M&E while only 4.88% of all

respondents defies the notion. Table 4.5 shows the results of the respondents.

Table 4.5: Opinions whether Human Capacity affects effectiveness of M&E

II.On your
opinion,
does Human
Capacity
affects
effectivene
ss of M&E? Freq. Percent Cum.

yes 39 95.12 95.12

no 2 4.88 100.00

Total 41 100.00

The table depicts the fact that respondents are aware and conforms with the notion

that Human Capacity affects the effectiveness of M&E. Findings of the study

conforms with that of Foresti, O’Neil & Hudson (2017) who pinpointed that human
 52

resources management are very important in project management, and, particularly,

crucial for an effective M&E process. That is because the knowledge and expertise

of the project organization to undertake the M&E process worth and contributes in

the decision making as well as their implementation.

Supplementary, after the conformity of the notion that Human Capacity affects the

effectiveness of M&E, the study auxiliary pursued to identify the actual effects of

Human Capacity on effectiveness of M&E and area of proficiency for Human

Capacity in M&E by asking all respondents.

To attain that, the respondents were requested to tick only one number for the answer

that best express their opinions on the sentences that describes the effects that Human

Capacity has on effectiveness of M&E. The weight was categorized as shown on

table 4.2.

Table 4.2: Weights of responses

Scale Weight

1 Highly Disagree

2 Moderate Disagree

3 Agree

4 Highly Agree

5 Extremely Agree
 53

The study found that, if human capacity is well managed improves efficiency and

M&E output as it was nominated by an average of 4.14 of respondents. Additional to

that, an average of 4.10 of respondents suggested that Human Capacity enhances

productivity growth which is led by labour creativity. An average of 4.03 and 4.7 of

respondents believes that Human Capacity provides a better M&E expertise through

skill-set and synergy of ideas for a better M&E practice respectively. Table 4.6

shows the mean estimation for the effects of Human Capacity on effectiveness of

M&E.

Table 4.6: Mean estimation for the effects of Human Capacity on effectiveness

of M&E

Mean estimation Number of obs = 29

Mean Std. Err. [95% Conf. Interval]

E31 4.137931 .1699329 3.789839 4.486023

E32 4.103448 .1433658 3.809777 4.39712
E33 4.034483 .1445458 3.738394 4.330571
E34 4.068966 .1208655 3.821384 4.316547

The results for table 4.6 reveal that if Human Capacity is well managed it improves

the efficiency and output of M&E. The findings of the study conform with that of

Onyango (2017) who claimed that a well-trained and managed human capacity

ensures the right applications of the knowledge of M&E principles, methodologies

and tools that eventually improves the performance of M&E activities in an

organization.
 54

On the other hand, staff from National M&E of Ministry of Finance and Planning,

and Prime Minister’s Office-Coordination were requested to tick only one number

for the answer that best expre0073Zs their opinions on the sentences that describes

area of proficiency for Human Capacity in M&E. The weight was categorized as

shown on table 4.2.

The study found that for M&E to perform well it is important to have a set of well-

trained officials as it was suggested by an average of 4.08 of respondents. That was

followed by the mean of 4.0 respondents who believes that Human Capacity for

M&E influence effective M&E system in the organization. Nevertheless, an average

of 3.75 of respondents nominated the proficiency of which M&E skills and

knowledge play a major role in providing guidance in development of effective

M&E system and that of level of training to influence the ability to perform M&E

effectively as nominated by an average of 3.5 of respondents. Table 4.7 shows the

mean estimation for the area of proficiency for Human Capacity in M&E.

Table 4.7: Mean estimation for the area of proficiency for Human Capacity in

M&E
 55

Mean estimation Number of obs = 12

Mean Std. Err. [95% Conf. Interval]

A61 3.75 .3916747 2.88793 4.61207

A62 1.5 .2886751 .8646303 2.13537
A63 3.083333 .3785605 2.250127 3.916539
A64 3.5 .3793935 2.664961 4.335039
A65 4.083333 .3579896 3.295403 4.871263
A66 4 .3692745 3.187232 4.812768

Table 4.7 advocates that for M&E to perform well it is important for an organization

to have a set of a well-trained officials. The results of the study align with that of

Meri (2013) who suggested that Project’s Technical Capacity influences the

effectiveness of M&E systems in enhancing project performance.

4.3.2 The contribution of material resources on the effectiveness of Sector

Ministries’ M & E in the implementation of development projects in Tanzania
The study ought to examine the contribution of Material Resources on the

effectiveness of Sector Ministries’ M&E in the implementation of development

projects in Tanzania. Attaining the objective, the study asked different questions to

the staff of Policy and Planning Departments of the Ministry of Water, Ministry of

Energy, and Ministry of Work, Transport, and Communications; as well as staff from

National M&E of Ministry of Finance and Planning, and Prime Minister’s Office-

Coordination.
 56

Initially, the respondents were asked to tick against the best opinion that express their

opinions on whether Material Resources impact effectiveness of M&E. The study

found that 86.21% of respondents agrees with the notion that Material Resources

impacts effectiveness of M&E while 13.79% of respondents does not conform with

the notion. Table 4.8 shows the results of the opinions of the respondents.

Table 4.8: Opinions on whether Material Resources impacts effectiveness of

M&E

On your
opinion,
does
material
resources
impacts
effectivene
ss of M&E? Freq. Percent Cum.

yes 25 86.21 86.21

no 4 13.79 100.00

Total 29 100.00

Table 4.8 discloses that majority of the respondents confirms with the conception

that Material Resources impacts the effectiveness of M&E. The findings of the study

confirm with that of Olouch (2014) whose study established that financial, human

and material resources played a major role in project success with an involvement of

M&E.
 57

Further to that, after the conformity of the concept that Material Resources has an

impact on the effectiveness of M&E, the study supplementary pursued to identify

the actual impacts of Material Resources on effectiveness of M&E and area of

proficiency for Material Resources in M&E by asking staff of Policy and Planning

Departments of the Ministry of Water, Ministry of Energy, and Ministry of Work,

Transport, and Communications; as well as staff from National M&E of Ministry of

Finance and Planning, and Prime Minister’s Office-Coordination respectively.

To achieve that, respondents were requested to tick only one number for the answer

that best express their opinions on the sentences that describes the impact of Material

Resources on effectiveness of M&E. The weight was categorized as shown on table

4.2.

The study found that Material Resources enhance M&E Quality Control as it was

nominated by an average of 4.24 of respondents. Other respondents, with an average

of 4.14 of respondents claims that Material Resources improve M&E budget

accuracy and forecast. Though, maximization of M&E productivity and provision of

greater adherence to M&E milestones and deadlines were nominated by an average

of 4.10 and 4.07 respectively. Table 4.9 shows the mean estimation of impacts of

Material Resources on effectiveness of M&E.

 58

Table 4.9: Mean estimation of impacts of Material Resources on effectiveness of

M&E

Mean estimation Number of obs = 29

Mean Std. Err. [95% Conf. Interval]

I41 4.103448 .1250106 3.847376 4.359521

I42 4.137931 .1625243 3.805015 4.470847
I43 4.068966 .1563991 3.748596 4.389335
I44 4.241379 .1180212 3.999624 4.483135

Table 4.9 depicts that Material Resources impact effectiveness of M&E by

enhancing M&E quality control. The findings of the study contradict with that of

Ofori (2013) who suggested that Material Resources ensures maximization of M&E

productivity by enhancing smooth implementation of M&E plans and strategies.

Precisely, the study reveals that Policy and Planning Departments of the Ministry of

Water, Ministry of Energy and Ministry of Work, Transport and Communications are

not well supplied with materials resources. That was revealed during the interview as

one of the interviewees stated;

“Policy and Planning Departments are not well equipped. We have no

material resources to facilitate our M&E activities. For instance, our

department has only one car which is also very old. For that case, we cannot

visit every project - site to monitor and evaluate.”

 59

Moreover, the respondents were requested to tick only one number for the answer

that best express their opinions on the sentences that describes area of proficiency for

Material Resources in M&E. The weight was categorized as shown on table 4.2.

The study found a relatively low mean score for the area of proficiency for Material

Resources in M&E. Precisely, prompt response to the immediate need of material

has a mean score of 2.33 while on-time availability of materials and sufficiency of

material has a mean score of 2.0 and 1.92 respectively. Table 4.10 show mean

estimation for area of proficiency for Material Resources in M&E.

Table 4.10: Mean estimation for area of proficiency for Material Resources in

M&E

Mean estimation Number of obs = 12

Mean Std. Err. [95% Conf. Interval]

A71 1.916667 .2289083 1.412843 2.42049

A72 2 .246183 1.458155 2.541845
A73 2.333333 .2247333 1.838699 2.827968

Basing on the results in table 4.10, findings of the study contradict with that of

Olouch (2014) whose study established that financial, human and material resources

played a major role in project success with an involvement of M&E.

 60

4.3.3 The influence of fund allocation and disbursement on the effectiveness of

Sector Ministries’ M & E in the implementation of development projects in

Tanzania

Correspondingly, the study ought to examine influence of fund allocation and

disbursement on the effectiveness of Sector Ministries’ M&E in the implementation

of development projects in Tanzania. Attaining the objective, the study asked

different questions to the staff of Policy and Planning Departments of the Ministry of

Water, Ministry of Energy, and Ministry of Work, Transport, and Communications;

as well as staff from National M&E of Ministry of Finance and Planning, and Prime

Minister’s Office-Coordination.

Initially, the study requested the respondents to rate the sufficiency of the budget

allocated for M&E activities. The study found that 87.8% of all respondents claimed

that the budget allocated for Sector Ministries M&E activities is not enough while

only 12.2% of all respondents postulates that the budget allocated to be enough.

Table 4.11 show the results of the rating of sufficiency of the budget.

Table 4.11: Rating for sufficiency of budget allocation for M&E activities
 61

I.How would
you rate
budget
allocation
for M&E
activities? Freq. Percent Cum.

sufficient 5 12.20 12.20

Insufficient 36 87.80 100.00

Total 41 100.00

The study found that fund allocated for M&E activities is not enough as it was

postulated by 87.8% of all respondents. The finding aligns with the response of one

respondent during an interview. The interviewee claimed that;

“There is no fund allocated to our department specifically to finance M&E

activities. We are depending on the funds from relevant agencies and

authorities, which, since they have a lot of activities, cannot afford to finance all the

M&E activities, and, additionally to that, there is no fund even for the M&E after

completion of the projects.”

As a result, the insufficiency of fund allocated for M&E activities hinders the

frequency of the visits and jeopardize the independence of M&E team when the fund

is provided by a relevant agency/authority. This aligns with Segone (2008) who

pinpointed those scholars have argued that there is need to create ownership of M&E

process so that clients and stakeholders do not feel that evaluation has been designed

by funding agencies and so it is addressing their interests rather than the concerns

and priorities of the client.

 62

Later, the study requested the respondents to state whether there is delays in the

disbursement of funds for M&E activities. The study found that there is a delay in

the disbursement of funds to facilitate M&E activities. This was nominated by 87.8%

of all respondents while only 12.2% said that there is no delay on disbursement of

funds. Table 4.12 shows the findings of the study.

Table 4.12: Delay on the disbursement of fund for M&E activities

II.Is there
any delay
in
disbursemen
t of funds? Freq. Percent Cum.

yes 36 87.80 87.80

no 5 12.20 100.00

Total 41 100.00

The study found that there is delay in disbursement of fund for M&E activities as it

was suggested by 87.8% of all respondents. Policy and Planning Departments of

respective ministries has to source the fund to facilitate M&E activities, however, as

the study found, there is delay in disbursement of that fund. This hinders the

effectiveness of the Policy and Planning Departments of the Ministries to carry down

M&E activities. The results of the study comply with those of Mapunda (2015) and

that of Keng’ara (2014) that found that disbursement of funds is one of the

challenges on the implementation of the projects in the sense that funds tend to delay.
 63

Further to that, the study pursued to identify the actual influence of allocation and

disbursement of funds on effectiveness of M&E and area of proficiency for

allocation and disbursement of funds in M&E by asking staff of Policy and Planning

Departments of the Ministry of Water, Ministry of Energy, and Ministry of Work,

Transport, and Communications; as well as staff from National M&E of Ministry of

Finance and Planning, and Prime Minister’s Office-Coordination respectively.

Following that, the respondents were requested to tick only one number for the

answer that best express their opinions on the sentences that describes the influence

of allocation and disbursement of funds on effectiveness of M&E. The weight was

categorized as shown on table 4.2.

The study found that when Policy and Planning Departments are well financially

supplied with enough and timely available fund there will be a conducive

environment for implementation of M&E activities as it was postulated by an

average of 3.93 of all respondents. That was followed by an average of 3.89 of all

respondents who claimed that enough and timely available fund enhances on-time

completion of M&E while an average of 3.79 of all respondents believes that enough

fund provides Infrastructures for M&E activities and lastly an average of 3.72 of

respondents nominated the response that availability of fund motivates M&E staffs.

Table 4.13 shows the actual influence of allocation and disbursement of funds on

effectiveness of M&E.
 64

Table 4.13: The actual influence of allocation and disbursement of funds on

effectiveness of M&E

Mean estimation Number of obs = 29

Mean Std. Err. [95% Conf. Interval]

I51 3.793103 .1881941 3.407605 4.178602

I52 3.896552 .1596242 3.569576 4.223527
I53 3.931034 .1563991 3.610665 4.251404
I54 3.724138 .2099528 3.294069 4.154207

Basing on the table, the study found that a well allocated and timely disbursed fund

creates a conducive environment for implementation of M&E activities. Findings of

the study confirms with that of Agutu (2014) that revealed that budget allocation and

pooled funding influence the implementation of M&E programs.

Additionally, staff from National M&E of Ministry of Finance and Planning, and

Prime Minister’s Office-Coordination were requested to tick only one number for the

answer that best express their opinions on the sentences that describes area of

proficiency for allocation and disbursement of fund for M&E. The weight was

categorized as shown on table 4.2.

Bizarrely, the study found that budget allocation influences effective M&E system in

the ministry as it was nominated by an average of 4.08 of all respondents followed

by an average of 2.5 of respondents who claims that the funds allocated for M&E
 65

activities is sufficient for only 5%-10%. Further to that, an average of 2.17 claimed

that there is a separate budget for M&E activities while an average of 2.08 suggested

that organization ensures that funds for M&E activities are provided on time. Table

4.14 shows results for area of proficiency for allocation and disbursement of funds

on effectiveness of M&E.

Table 4.14: Area of proficiency for allocation and disbursement of funds on

effectiveness of M&E

Mean estimation Number of obs = 12

Mean Std. Err. [95% Conf. Interval]

A91 2.5 .3588703 1.710132 3.289868

A92 2.083333 .2875796 1.450375 2.716292
A93 2.166667 .3217691 1.458458 2.874876
A94 4.083333 .3128155 3.394831 4.771836

Basing on the table, the study found that National M&E of Ministry of Finance and

Planning, and Prime Minister’s Office-Coordination offices are proficient for

allocation and disbursement of funds on effectiveness of M&E and that influences

effective M&E activities for the offices. However, contextually, the results contradict

with that of Mapunda (2015) and that of Keng’ara (2014) that found that in the sense

disbursement of funds is one of the challenges on the implementation of the projects

that funds tend to delay.

 66

4.3.4 The effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania

Lastly, as a primary goal, the study assessed the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania. Initially,

respondents asked to rate Sector Ministries’ M&E by ticking the best answer that

express their opinion against ineffective and effective. Following that question, the

study found that 60.98% of respondents perceives Sector Ministries’ M&E to be

ineffective while the remaining 39.02% of respondents perceives Sector Ministries’

M&E to be effective. Table 4.2 show the rating of Sector Ministries’ M&E. Give

reasons why. Please go beyond numbers provide an academic discussion.

Table 4.15: Rating of Sector Ministries’ M&E

How would
you rate
Sector
Ministries
’ M&E? Freq. Percent Cum.

Ineffective 25 60.98 60.98

Effective 16 39.02 100.00

Total 41 100.00

Further to that, the study wanted to know the factor that respondents considers that it

best expresses an effective M&E. Following that, the respondents to tick only one
 67

number for the effect that best express their opinion. The weight was categorized as

shown on table 4.2.

The study found that the average of 3.61 of respondents suggests that, in order for the

M&E to be effective, it must use and disseminate M&E findings timely. On other

hand, an average of 3.46 and 3.09 suggests that an effective M&E must have

expenses of activities that are within the budget and accomplishes most of the goals

respectively. Table 4.3 shows Mean estimation for the determinant factors of an

effective M&E.

Table 4.16: Mean estimation for the determinant factors of an effective M&E.

Mean estimation Number of obs = 41

Mean Std. Err. [95% Conf. Interval]

E11 3.609756 .1908839 3.223965 3.995547

E12 3.463415 .2068862 3.045282 3.881547
E13 3.097561 .2030405 2.687201 3.507921

The findings of the study confront with that of Ofori (2013) who suggests that a good

M&E system identifies the key issues and root of the problems that you want to

address and it must be cost-effective for the operating unit.

Further to that, the study was set to determine factors that determine effective M&E

system. The study found that an average of 4.07 of respondents pinpointed human
 68

capacity to be the best determinant factor for an effective M&E system. However,

budget allocation for M&E activities has been suggested by an average of 3.9 of

respondents while procedures for disbursement of fund has been suggested by an

average of 3.73 of all respondents. Table 4.4 shows mean estimation for the factors

that determine effective M&E system.

Table 4.17: Mean estimation for the factors that determine effective M&E

system

Mean estimation Number of obs = 41

Mean Std. Err. [95% Conf. Interval]

F21 4.073171 .1369985 3.796286 4.350055

F22 3.731707 .1848678 3.358076 4.105339
F23 3.902439 .2000149 3.498194 4.306684

Table 4.4 depicts that an effective M&E system is well determined by the set of

human capacity. That means, in order for the system to effectively work its duties

out, there should be enough supply of well trained and skilled personnel to carry out

M&E activities. Findings of results aligns with that of Vanessa and Gala (2011) who

claims that human capacity, with appropriate training and experience are crucial for

the production of M&E results and any organization is only as powerful as its human

resource capabilities.
 69

4.4 Inferential Analysis

Nevertheless, in order to validate the findings, the researcher run and conducted a

linear regression analysis using Stata. T-values tested the prior-mentioned responses

that the coefficient is different from 0. The study rejected and considered all t-value

greater than +1.96 (for 95% confidence) to have no statistical significance on

explaining the effectiveness of Sector Ministries’ M&E in implementation of

Development Projects in Tanzania.

4.4.1 The impact of human capacity on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania

The study intended to assess the impacts that human capacity has on effectiveness of

Sector Ministries’ M&E in the implementation of development projects in Tanzania.

It consulted respondents with distinct levels of education, positions and job

experience. Table 4.18 summarizes the relationship and validity of each of the

categorical response by looking at the t-values;

Table 4.18: Regression analysis on impacts of human capacity basing on level of

education of respondents
 70

Source SS df MS Number of obs = 29

F(4, 25) = 266.60
Model 453.371603 4 113.342901 Prob > F = 0.0000
Residual 10.6283967 25 .425135868 R-squared = 0.9771
Adj R-squared = 0.9734
Total 464 29 16 Root MSE = .65202

education_~l Coef. Std. Err. t P>|t| [95% Conf. Interval]

E31 .0599482 .1858533 0.32 0.750 -.3228238 .4427202

E32 .2233223 .226521 0.99 0.334 -.2432065 .6898511
E33 -.1032442 .3032399 -0.34 0.736 -.7277785 .5212901
E34 .7767231 .3476742 2.23 0.035 .0606747 1.492772

The results as shown in table 4.18 shows that, basing on educational level of

respondents, all categorical responses have a t-value which is less than 1.96 to have

significance value in explaining impact that human capacity have on effectiveness of

Sector Ministries’ M&E in the implementation of Development Projects in Tanzania

except for synergy of ideas for a better M&E Practices coded as E34 which has a t-

value of 2.23 which is greater than 1.96 (for 95% confidence).

Furthermore, when a researcher drew an attention of the data basing on the job

experience of the respondents, the following results as summarized in table 4.19

were found;
 71

Table 4.19: Regression analysis on impacts of human capacity basing on job

experience of respondents

Source SS df MS Number of obs = 29

F(4, 25) = 112.20
Model 285.117459 4 71.2793648 Prob > F = 0.0000
Residual 15.8825408 25 .635301633 R-squared = 0.9472
Adj R-squared = 0.9388
Total 301 29 10.3793103 Root MSE = .79706

Job_experi~e Coef. Std. Err. t P>|t| [95% Conf. Interval]

E31 -.0333348 .2271937 -0.15 0.885 -.5012491 .4345794

E32 .2677385 .2769074 0.97 0.343 -.3025631 .83804
E33 .1685211 .3706914 0.45 0.653 -.5949321 .9319743
E34 .3579939 .4250095 0.84 0.408 -.5173295 1.233317

The results as shown in table 4.19 shows that, basing on job experience of

respondents, all categorical responses have a t-value which is less than 1.96 to have a

significance value in explaining impact that human capacity have on effectiveness of

Sector Ministries’ M&E in the implementation of Development Projects in Tanzania.

The coefficients determined from the regression analysis conforms with the previous

findings of the study that both the staff of Policy and Planning Departments of the

Ministry of Water, Ministry of Energy, and Ministry of Work, Transport, and

Communications; as well as staff from National M&E of Ministry of Finance and

Planning, and Prime Minister’s Office-Coordination are aware and conforms with the

notion that Human Capacity affects the effectiveness of M&E. Additionally to that,
 72

the study advocates that for M&E to perform well it is important for an organization

to have a set of a well-trained officials.

4.4.2 Contribution of material resources on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania

The study also intended to identify the contribution that material resources have on

effectiveness of Sector Ministries’ M&E in the implementation of development

projects in Tanzania. It consulted respondents with distinct levels of education,

positions and job experience. Table 4.20 summarizes the relationship and validity of

each of the categorical response by looking at the t-values;

Table 4.20: Regression analysis on contribution of material resources basing on

level of education of respondents

Source SS df MS Number of obs = 29

F(4, 25) = 353.49
Model 455.938704 4 113.984676 Prob > F = 0.0000
Residual 8.06129609 25 .322451844 R-squared = 0.9826
Adj R-squared = 0.9798
Total 464 29 16 Root MSE = .56785

education_~l Coef. Std. Err. t P>|t| [95% Conf. Interval]

I41 .2964518 .2311108 1.28 0.211 -.1795298 .7724335

I42 .0247961 .2432683 0.10 0.920 -.4762244 .5258166
I43 .0799075 .2631852 0.30 0.764 -.4621325 .6219475
I44 .539043 .1675065 3.22 0.004 .1940568 .8840291
 73

Table 4.20 depicts that all categorical responses have a significance value in

explaining contribution that material resources have on effectiveness of M&E except

for enhancement of M&E quality control coded as I44 which has a t-value of 3.22

which is greater than 1.96 (for 95% confidence).

On the contrary, when a researcher drew an attention of the data basing on the job

experience of the respondents, the following results as summarized in table 4.21

were found;

Table 4.21: Regression analysis on contribution of material resources basing on

job experience of respondents

Source SS df MS Number of obs = 29

F(4, 25) = 134.49
Model 287.633242 4 71.9083105 Prob > F = 0.0000
Residual 13.3667582 25 .534670327 R-squared = 0.9556
Adj R-squared = 0.9485
Total 301 29 10.3793103 Root MSE = .73121

Job_experi~e Coef. Std. Err. t P>|t| [95% Conf. Interval]

I41 .8845191 .2975986 2.97 0.006 .2716032 1.497435

I42 -.3469018 .3132537 -1.11 0.279 -.9920598 .2982563
I43 -.0591504 .3389003 -0.17 0.863 -.7571287 .6388279
I44 .2712857 .2156961 1.26 0.220 -.1729488 .7155201

Table 4.21 reveals that all categorical responses have significant value in explaining

contribution that material resources have on effectiveness of M&E except for

 74

maximization of M&E Productivity coded as I41 which has a t-value of 2.97 which

is greater than 1.96 (for 95% confidence).

The coefficients determined from the regression analysis conforms with the previous

findings of the study that Staff of Policy and Planning Department of the Ministry of

Water, Ministry of Energy, and Ministry of Work, Transport and Communications

confirms with the conception that Material Resources impacts the effectiveness of

M&E. It further found that Material Resources impact effectiveness of M&E by

enhancing M&E quality control. However, additionally, the study reveals that Policy

and Planning Departments of the Ministry of Water, Ministry of Energy and Ministry

of Work, Transport and Communications are not well supplied with materials

resources.

4.4.3 Influence of fund allocation and disbursement on the effectiveness of

Sector Ministries’ M&E in the implementation of development projects in

Tanzania

Moreover, the study envisioned to ascertain the influence of fund allocation and

disbursement on the effectiveness of Sector Ministries’ M&E in the implementation

of development projects in Tanzania. It consulted respondents with distinct levels of

education, positions and job experience. Table 4.22 summarizes the relationship and

validity of each of the categorical response by looking at the t-values;

 75

Table 4.22: Regression analysis on influence of fund allocation and

disbursement basing on level of education of respondents

Source SS df MS Number of obs = 29

F(4, 25) = 221.25
Model 451.253019 4 112.813255 Prob > F = 0.0000
Residual 12.746981 25 .509879241 R-squared = 0.9725
Adj R-squared = 0.9681
Total 464 29 16 Root MSE = .71406

education_~l Coef. Std. Err. t P>|t| [95% Conf. Interval]

I51 .3129237 .1356077 2.31 0.030 .0336345 .592213

I52 .3217735 .2151718 1.50 0.147 -.121381 .7649281
I53 .7881736 .2703388 2.92 0.007 .2314004 1.344947
I54 -.4427829 .2178059 -2.03 0.053 -.8913626 .0057967

Table 4.22 depicts that, basing on education level of respondents, only one

categorical response that is timely availability of fund enhances on time completion

of M&E coded I52 which has a t-value of 1.5 have significant value in explaining

influence of fund allocation and disbursement on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania except

for Enough fund provide Infrastructures for M&E activities coded as I51; creates

conducive environment for implementation of M&E activities coded I53; and

availability of funds motivates M&E staff coded I54 which are greater than 1.96 for

95% confidence.
 76

Besides, On the contrary, when a researcher drew an attention of the data basing on

the job experience of the respondents, the following results as summarized in table

4.23 were found;

Table 4.23: Regression analysis on influence of fund allocation and

disbursement basing on job experience of respondents

Source SS df MS Number of obs = 29

F(4, 25) = 81.15
Model 279.474963 4 69.8687407 Prob > F = 0.0000
Residual 21.5250373 25 .861001492 R-squared = 0.9285
Adj R-squared = 0.9170
Total 301 29 10.3793103 Root MSE = .9279

Job_experi~e Coef. Std. Err. t P>|t| [95% Conf. Interval]

I51 .127893 .1762189 0.73 0.475 -.2350367 .4908227

I52 .1272996 .2796106 0.46 0.653 -.4485691 .7031684
I53 1.078487 .3512988 3.07 0.005 .3549736 1.802001
I54 -.5823448 .2830336 -2.06 0.050 -1.165263 .0005738

The results as shown in table 4.23 shows that, basing on educational level of

respondents, only two categorical responses have a t-value which is less than 1.96 to

have a significance value in explaining influence of fund allocation and disbursement

on the effectiveness of Sector Ministries’ M&E in the implementation of

development projects in Tanzania; and two categorical responses are statistically

insignificant for 95% confidence interval. Coefficient of regression analysis confirms

with previous finding that there is delay in disbursement of fund for M&E activities
 77

as it was suggested by 87.8% of all respondents. Policy and Planning Departments of

respective ministries has to source the fund to facilitate M&E activities, however, as

the study found, there is delay in disbursement of that fund. Additionally, the study

found that a well allocated and timely disbursed fund creates a conducive

environment for implementation of M&E activities.

CHAPTER FIVE
 78

CONCLUSIONS AND RECOMMENDATIONS

6.1 Introduction

This chapter presents the summary of key data findings, conclusions drawn from the

findings highlighted and policy recommendations that were made. The conclusions

and recommendations drawn were in quest of addressing research objectives of

establishing the effectiveness of Sector Ministries’ M&E in Implementation of

Development Projects in Tanzania.

6.2 Summary of the Study

The study assessed the effectiveness of Sector Ministries’ M&E in Implementation

of Development Projects in Tanzania. The findings are hereby summarized basing on

the specific objectives of the study;

6.2.1 The impact of human capacity on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania

The study found that both the staff of Policy and Planning Departments of the

Ministry of Water, Ministry of Energy, and Ministry of Work, Transport, and

Communications; as well as staff from National M&E of Ministry of Finance and

Planning, and Prime Minister’s Office-Coordination are aware and conforms with the

notion that Human Capacity affects the effectiveness of M&E. Additionally to that,
 79

the study advocates that for M&E to perform well it is important for an organization

to have a set of a well-trained officials.

6.2.2 Contribution of material resources on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania

The study found that Staff of Policy and Planning Department of the Ministry of Wa-

ter, Ministry of Energy, and Ministry of Work, Transport and Communications con-

firms with the conception that Material Resources impacts the effectiveness of M&E.

It further found that Material Resources impact effectiveness of M&E by enhancing

M&E quality control. However, additionally, the study reveals that Policy and Plan-

ning Departments of the Ministry of Water, Ministry of Energy and Ministry of

Work, Transport and Communications are not well supplied with material resources.

6.2.3 Influence of fund allocation and disbursement on the effectiveness of

Sector Ministries’ M&E in the implementation of development projects in

Tanzania

The study found that fund allocated for M&E activities is not enough as it was

postulated by 87.8% of all respondents. As a result, the insufficiency of fund

allocated for M&E activities hinders the frequency of the visits and jeopardize the

independence of M&E team when the fund is provided by a relevant

agency/authority.
 80

Further to that, the study found that there is delay in disbursement of fund for M&E

activities as it was suggested by 87.8% of all respondents. Policy and Planning

Departments of respective ministries has to source the fund to facilitate M&E

activities, however, as the study found, there is delay in disbursement of that fund.

Additionally, the study found that a well allocated and timely disbursed fund creates

a conducive environment for implementation of M&E activities.

6.3 Conclusions

On the basis of research findings, the study concludes that, for an effective M&E,

there should be an inclusion of inputs. The findings of the study provide the ruling

that requires the sector ministries to have a well set of enough, skilled and

experienced staff to perform M&E duties; there should be enough and prompt supply

of material resources that enhance smooth running and performance of M&E

activities of the ministry as well as perfectly allocated and well disbursed fund to

finance M&E activities. In a nutshell, there should be a total policy transformation

that will favor and give a keen attention to M&E.

6.4 Recommendations

On the basis of literatures and findings of the study, the study recommends the

following;

6.4.1 Human Capacity for an effective M&E

 81

Since M&E has been newly integrated into government related projects, training is

very important for M&E capacity building that enhances an effective management of

M&E systems. It is for that case, formal M&E training should be encouraged in

order to facilitate capacity building of M&E staff in ministries.

6.4.2 Material Resources for an effective M&E

Material resources is crucial for an effective M&E. Departments, Sections and

Coordination for M&E should be well supplied with essential organizational and

technical material resources to enhance smooth running of activities and motivation

to the workforce.

6.4.3 Allocation and Disbursement of fund for an effective M&E

M&E activities requires fund. Departments responsible for M&E should be supplied

with enough fund to finance M&E activities. However, in order to tackle the issue of

delay in disbursement of fund, respective departments/sections should systematically

pan the activities and submit their budget to the issuing authority.

6.5 Areas for further Study

The study used a single respondent in each firm, which might result in biases because

of common method variance. The study has carefully assessed such possible biases

by multiple methods, it would have been desirable to obtain data from multiple
 82

sources. For example, future research may collect data from other ministries or rather

from development partners and donors to assess the deviation.

 83

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89
 90

APPENDICES

APPENDIX I: LETTER OF INTRODUCTION

Dear respondents,

My name is Wiranga G. Giraguti, a student of The Open University of Tanzania

(OUT). I undertake to study about the Effectiveness of Sector Ministries’ M&E in

Implementation of Development Projects in Tanzania, a case study of Ministry of

Water, Ministry of Energy and Ministry of Works and Transport.

This research is purely for academic purpose. It is a partial fulfillment of the

requirements for the award of Masters of Arts in Monitoring and Evaluation

(MAME). The success of this research will depend heavily on your willingness to

cooperate by providing correct and factual answers and I will treat all information

confidential.

I thank you in advance for your participation.

Yours faithfully,

Wiranga G. Giraguti
 91

APPENDIX II: QUESTIONNAIRES GUIDING QUESTIONS FOR THE

STAFF OF POLICY AND PLANNING DEPARTMENTS/SECTIONS OF THE

MINISTRY OF WATER, MINISTRY OF ENERGY AND MINISTRY OF

WORK, TRANSPORT AND COMMUNICATIONS

PART 1: PERSONAL INFORMATION

Put a tick against the right option for questions with multiple answers and fill in the

blanks provided with your own answers.

1. Education level:

(a) Ordinary secondary education

(b) Advanced secondary education

(c) Diploma level

(d) Undergraduate degree and above

2. Position held……………………………………………………………………

3. Job experience:

(a) Below 2years

(b) 2-5 years

(c) 6-10 years

(d) 10 years and above

 92

PART II: SPECIFIC INFORMATION

SECTION I: EFFECTIVENESS OF SECTOR MINISTRIES’ M&E

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I. How would you rate Sector Ministries’ M&E?

a) Effective

b) Ineffective

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

II. On your opinion, what should an effective M&E do?

What should an effective M&E do? 1 2 3 4 5

Timely use and dissemination of M&E findings

Expenses of M&E activities are within the budget

M&E goals are mostly accomplished

Please list any other opinion _________________________________________

_________________________________________________________________
 93

III. What factor do you consider to be the highest in determining effective M&E

system?

Factor 1 2 3 4 5

Human capacity for M&E

Funds disbursement procedures

Budget allocation for M&E activities

Please list any other factor _________________________________________

_________________________________________________________________

SECTION II: HUMAN CAPACITY

 94

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I.What kind of M&E training do you possess?

a) Formal training

b) On the job training

c) Formal and on the job training

d) Never trained

II.On your opinion, does Human Capacity affects effectiveness of M&E?

a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

III. What are the effects of Human Capacity on effectiveness of M&E?

Effects of Human Capacity on effectiveness of M&E 1 2 3 4 5

If well managed, it improves efficiency and output

It enhances productivity growth due to labour creativity

Human Capacity provides better M&E Expertise through skill-set

 95

It provides synergy of ideas for a better M&E Practices

Please list any other effect _________________________________________

_________________________________________________________________

SECTION III: MATERIAL RESOURCES

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I. On your opinion, does material resources impacts effectiveness of M&E?

a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

II. What impact does material resources has on effectiveness of M&E?

Impacts of Material Resources on effectiveness of M&E 1 2 3 4 5

Maximization of M&E Productivity

Improve M&E Budget Accuracy and forecast

 96

Provide Greater Adherence to M&E Milestones and Deadlines

Enhance M&E Quality Control

Please list any other impact _________________________________________

_________________________________________________________________

SECTION IV: ALLOCATION AND DISBURSEMENT OF FUND

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I.How would you rate budget allocation for M&E activities?

a) Sufficient

b) Insufficient

II.Is there any delay in disbursement of funds?

a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

 97

III. How does allocation and disbursement of fund influence effectiveness of M&E?

Influence of Allocation and Disbursement of Funds on 1 2 3 4 5

effectiveness of M&E

Enough fund provide Infrastructures for M&E activities

Timely availability of fund enhance on-time completion of M&E

Create conducive environment for implementation of M&E

activities

Availability of fund motivates M&E staffs

Please list any other influence _________________________________________

_________________________________________________________________

Thank you for your cooperation

 98

APPENDIX III: INTERVIEW GUIDING QUESTIONS FOR THE STAFF OF

POLICY AND PLANNING DEPARTMENTS/SECTIONS OF THE MINISTRY

OF WATER, MINISTRY OF ENERGY AND MINISTRY OF WORK,

TRANSPORT AND COMMUNICATIONS

i.What impact does human capacity have on the effectiveness of Sector Ministries’

M&E in the implementation of development projects in Tanzania?

ii.What contribution does material resources have on the effectiveness of Sector

Ministries’ M&E in the implementation of development projects in Tanzania?

iii.How does fund allocation influence the effectiveness of Sector Ministries’ M&E in

the implementation of development projects in Tanzania?

iv.Are the Sector Ministries’ M&E effective in the implementation of development

projects in Tanzania?

Thank you for your cooperation

 99

APPENDIX IV: QUESTIONNAIRE GUIDING QUESTIONS FOR THE

STAFF FROM NATIONAL MONITORING AND EVALUATION OF

MINISTRY OF FINANCE AND PLANNING AND PRIME MINISTER’S

OFFICE-COORDINATION

PART 1: PERSONAL INFORMATION

Put a tick against the right option for questions with multiple answers and fill in the

blanks provided with your own answers.

1. Education level:

(a) Ordinary secondary education

(b) Advanced secondary education

(c) Diploma level

(d) Undergraduate degree and above

2. Position held……………………………………………………………………

3. Job experience:

(a) Below 2years

(b) 2-5 years

(c) 6-10 years

(d) 10 years and above

 100

PART II: SPECIFIC INFORMATION

Ministry of Finance and Planning-National M&E and Prime Minister’s Office-

Coordination are responsible for Planning and Coordination of all M&E in Tanzania.

SECTION I: EFFECTIVENESS OF SECTOR MINISTRIES’ M&E

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I. How would you rate Sector Ministries’ M&E?

a) Effective

b) Ineffective

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

II. On your opinion, what should an effective M&E do?

What should an effective M&E do? 1 2 3 4 5

Timely use and dissemination of M&E findings

Expenses of M&E activities are within the budget

M&E goals are mostly accomplished

Please list any other opinion _________________________________________

_________________________________________________________________
 101

III. Factor for the M&E to be effective?

Factor 1 2 3 4 5

Human capacity for M&E

Funds disbursement procedures

Budget allocation for M&E activities

Please list any other factor _________________________________________

_________________________________________________________________

SECTION II: HUMAN CAPACITY

 102

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I.On your opinion, does Human Capacity affects effectiveness of M&E?

a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

II. Area of proficiency for Human Capacity in M&E

Area of Proficiency 1 2 3 4 5

M&E skills and knowledge play a major role in providing guidance

in development of effective M&E system

The number of trainings provided to M&E personnel determine the

performance M&E system

Training given is relevant to my work

 103

Level of training influence the ability to perform M&E effectively

For M&E to perform well it is important to have a well-trained

officials

Human capacity for M&E influence effective M&E system in the

organization

Please list any other proficiency _________________________________________

_________________________________________________________________

SECTION III: MATERIAL RESOURCES

You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I. On your opinion, are Sector Ministries M&E supplied with enough materials?
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a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

II. Area of proficiency for Material Resources in M&E

Area of Proficiency 1 2 3 4 5

Materials are enough

Materials are available on-time

Prompt response to the immediate need of material

Please list any other proficiency _________________________________________

_________________________________________________________________

SECTION IV: ALLOCATION AND DISBURSEMENT OF FUND

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You are requested to tick (√) only ONE number for the answer that best express your

opinion in each sentence.

I. How would you rate budget allocation for M&E activities?

a) Sufficient

b) Insufficient

II. Is there any delay in disbursement of funds?

a) Yes

b) No

For the next question, you are requested to tick only ONE number for the answer that

best express your opinion in each sentence. The scale is as follows:

1. Highly Disagree 2. Moderate Disagree 3. Agree

4. Highly Agree 5. Extremely agree

III. Area of proficiency for Disbursement of Funds in M&E

Area of Proficiency 1 2 3 4 5

Disbursement appraisal processes have influence on leads to

delay

Funds disbursement procedures add to larger extent the delay of

M&E activities

Delay of funds disbursement by Accountant/ financial people

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without reasonable grounds have effects in facilitating M&E

activities

Disbursement of funds influence effective M&E system in the

ministry

Please list any other proficiency _________________________________________

_________________________________________________________________

IV. Area of proficiency for Allocation of Funds in M&E

Area of Proficiency 1 2 3 4 5

M&E fund is sufficient (5%-10%)

Ministries ensure funds are timely disbursed

Budget is allocated for M&E activities

Allocated fund enhance effectiveness of M&E activities

Please list any other proficiency _________________________________________

_________________________________________________________________

Thank you for your cooperation

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