IJSSER

Title: Institutional Factors Influencing Participatory Monitoring and Evaluation in NGOs in Uganda: A Case of TASO Mbarara and Rukungiri Service Centers
Authors: Jacob Bibohere , David Ssekamatte and Martha Olwenyi
\|\| \|\|
Jacob Bibohere1 , David Ssekamatte2 and Martha Olwenyi3 1. The AIDS Support Organisation 2,3. Uganda Management Institute
MLA 8 Bibohere, Jacob, et al. "Institutional Factors Influencing Participatory Monitoring and Evaluation in NGOs in Uganda: A Case of TASO Mbarara and Rukungiri Service Centers." Int. j. of Social Science and Economic Research, vol. 9, no. 6, June 2024, pp. 1699-1725, doi.org/10.46609/IJSSER.2024.v09i06.006. Accessed June 2024. APA 6 Bibohere, J., Ssekamatte, D., & Olwenyi, M. (2024, June). Institutional Factors Influencing Participatory Monitoring and Evaluation in NGOs in Uganda: A Case of TASO Mbarara and Rukungiri Service Centers. Int. j. of Social Science and Economic Research, 9(6), 1699-1725. Retrieved from https://doi.org/10.46609/IJSSER.2024.v09i06.006 Chicago Bibohere, Jacob, David Ssekamatte, and Martha Olwenyi. "Institutional Factors Influencing Participatory Monitoring and Evaluation in NGOs in Uganda: A Case of TASO Mbarara and Rukungiri Service Centers." Int. j. of Social Science and Economic Research 9, no. 6 (June 2024), 1699-1725. Accessed June, 2024. https://doi.org/10.46609/IJSSER.2024.v09i06.006.
References [1]. Ayellah, G. G. (2015). Participatory Practices and Empowerment:A case of Mede participatory Learning & Action Pilot Project. Kampala. [2]. Basheka, B., & Byamugisha, A. (2015). The state of Monitoring & Evaluation(M&E) as a discipline in Africa. African Journal of Public Affairs, pg 3. [3]. Bundy, J., Vogel, R. M., & Zachary, M. A. (2017). Organization–stakeholder fit: A dynamic theory of cooperation, compromise, and conflict between an organization and its stakeholders. Strategic Mnagement Journal, 496. [4]. Bwengye, S. G., & Thornhill, C. (2015). Institutional factors influencing the performance of local governments in monitoring the implementation of decentralization:A case of Uganda. African Journal of Public Affairs, VOL.8(1), 35-37. [5]. Chikere , C. C., & Nwoka, J. (2015). The Systems Theory of Management in Modern Day Organizations study of Aldgate Congress Resort Limited Port Harcourt. International Journal of Scientific and Research Publications. [6]. Creswell, W. J. (2014). Research Design:Qualitative, Quantitative and Mixed Methods Approach (Fourth ed.). Lincoln: SAGE Publications, Inc. [7]. Darlington, Y., & Scott, D. (2002). Qualitative Research in Practice:stories from the field. Philadelphia: Open university press. [8]. Dattalo, P. (2008). Determining Sample Size: Balancing Power, Precision, and Practicality. NewYork: Oxford University Press, Inc. [9]. Fairhurst, G. T., & Connaughton, S. L. (2014). Leadership:A communicative perspective. SAGE Journals, Vol 10, 21. doi:10.1177/1742715013509396 [10]. Gibson, J., & et al. (1997). Organisations Behaviour, Structure ,Processes. (N. Edition, Ed.) McGraw-Hill. [11]. Gopee, N., & Galloway, J. (2017). Leadership and Management in Healthcare (3rd Edition ed.). London: SAGE Publications ltd. [12]. Guijt, I., Arevalo, M., & Saladores, K. (1998). Participatory Monitoring & Evaluation: Tracking change together. London: IIED. [13]. Heale, R., & Twycross, A. (2015). Validity and reliability in quantitative studies. Evidence Based Nursing, 18, 66-67. [14]. Hilhorst, T., & Guijt, I. (2006). PARTICIPATORY MONITORING AND EVALUATION: A PROCESS TO SUPPORT GOVERNANCE AND EMPOWERMENT AT THE LOCAL LEVEL. Amsterdam. [15]. Mele, C., Pels, J., & Polese, F. (2010). A Brief Review of Systems Theories and Their ManagerialApplications. Institute for Operations Research and the Management Sciences. [16]. Nodulman, J. A. (2015). Investigating Stakeholder Attitudes and Opinions on School-Based Human Papillomavirus Vaccination Programs. Journal of School Health. [17]. Ochieng , S. O. (2018). Influence of Human Capacity for Monitoring & Evaluation Systems on Provision of Health Care Services in Public Health Institutions in Migori County. Journal of Business and Management, 20(8), 62-71. [18]. Omunu, F. (2008). The Challengesof Community Participationin development projects. 37. [19]. Salamzadeh, A., Farsi, J. Y., Motavaseli, M., Markovic, M. R., & Kesim, H. K. (2015). Institutional factors affecting the transformation of entrepreneurial universities. International Journal of Business and Globalisation, 3(14), 271-291. Retrieved from https://doi.org/10.1504/IJBG.2015.068620 [20]. Sangole, N., & et al. (2014). Community-Based Participatory Monitoring and Evaluation: Impacts on Farmer Organization Functioning, Social Capital and Accountability. Journal of Rural and Community Development, 132. [21]. Shah, K. M., & et al. (2006). Participatory Monitoring and Evaluation of Community and Faith-Based Programs (2nd ed.). Kampala: CORE INITIATIVE. [22]. Sokol-Oxman, L. (2015). Implementation of a Participatory Approach to Monitoring and Evaluation: Literature Review & Case Study Application. Capstone Collection. 2817. . [23]. Ssekamatte, D. (2018). The role of monitoring and evaluation in climate change mitigation and adaptation interventions in developing countries. African Evaluation Journal, 6(1), a254. doi: https://doi.org/10.4102/aej.v6i1.254 [24]. TASO. (2019). TASO Uganda Annual Report:October-December 2018. Kampala. [25]. TASO Uganda. (2011). Board of Trustees Governance Manual. Kampala: TASO Uganda. [26]. TASO Uganda. (2017). TASO Strategic Plan 2018-2022. Kampala. [27]. The World Bank. (2016). Participatory Monitoring and Evaluation,in Topics:Community Driven Development. Washington D.C: The World Bank. [28]. UNICEF, IRC, & Akvo. (2016). Organising framework for functional national WASH monitoring and evaluation systems. The Hague: IRC, UNICEF, Akvo. [29]. Wathne, C., & Hedger, E. (2009). Aid effectiveness through the lens. London: Oversees Development Institute. [30]. Wellman, M. E., & LePine, J. (2017). Laissez-Faire Leadership and Informal Leadership Behavior. Academy of Management. [31]. Western, S. (2019). Leadership:A Critical Text (3rd Edition ed.). London: SAGE Publications Inc. [32]. Whitney, K. (2015). Systems theory as a foundation for governance of complex systems. International Journal System of System Engineering, 6. [33]. Winkler, I. (2010). Contemporary Leadership Theories: Enhancing the understanding of the complexity,subjectivity & Dynamic of leadership. Denmark: Physica-Verlag. [34]. Wong, S. I., & Giessner, S. R. (2016). The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective. Journal of Management, Vol. 44 (No. 2,), 757 –783. doi:10.1177/0149206315574597 [35]. WorldBank. (2001). Strengthening Capacity of Monitoring &Evaluation in Uganda:A Results Based Management perspective. Washington,D.C: OED. [36]. Worldbank. (2010). Participatory Monitoring and Evaluation, principles,action steps, challenges. Washington D.C: Worldbank.
ABSTRACT: The participatory approach to Monitoring and Evaluation (M&E) is considered core to project development and implementation because it seeks to involve people who will be affected by the project throughout its entire process. Over the years, Non-Governmental Organizations (NGOs) have played a significant role in implementing community-centered projects in Uganda. However, the level of community participation has been mainly limited to needs assessments, consultative meetings during the design of the project and baseline studies. This has greatly hindered project sustainability and effectiveness in achieving the intended objectives due to less ownership of the interventions by local people, a phenomenon attributed to institutional-based factors. The study examined the influence of institutional factors (leadership styles and staff competencies) on Participatory Monitoring and Evaluation (PM&E) and explored how organizational structure influences PM&E and the stakeholder perspectives towards PM&E at The AIDS Support Organization (TASO) in Mbarara and Rukungiri service centers. The researchers adopted a mixed methods approach with a concurrent triangulation model involving a sample of 76 respondents whose views were obtained using questionnaires and 10 participants in key informant interviews. Quantitative data was analyzed using descriptive and inferential statistics in SPPS version 20.0, while qualitative data was analyzed using thematic analysis. The study found that leadership styles and staff competencies had a statistically significant relationship with PM&E. Qualitative findings further revealed that organizational structure in terms of policies and roles determines the extent of participation, the frequency, and how stakeholders are engaged. Stakeholder perspectives aligned towards technical skills needed for meaningful participation in M&E, policy limitations, and financial constraints influenced participation at all stages. Rigorous stakeholder mapping and analysis by institutions is key in understanding interests and capacities of stakeholders which can be addressed and aligned to enhance participatory monitoring and evaluation.

IJSSER is Member of