Monitoring and Evaluation Practices and Performance of Non-Government Organizations in Rwanda: A Case Study of Income-Generating Activities Project by Health Relief and Development Organization

Abstract

This study aimed at the assessment of monitoring and evaluation of project performance.  The specific objectives were to assess the monitoring and evaluation (M&E) practices and the project performance in Non-Government Organizations in Rwanda, by taking the Income Generating Activities project (IGA project) in the Health Relief and Development Organization (HRDO), as the case study.  A descriptive research design was used within this study, and the study population is comprised of 165 employees working on the project and beneficiaries. The sample size of 117 respondents was established through calculations carried out using Slovin's Formula. To achieve the above objectives, a combination of questionnaires, and interviews analyzing financial and other reports were used. The researcher used primary and secondary data in this study.  And closed-end questionnaire was used Descriptive research design using mean and standard deviation will be used to interpret the collected data, while correlation analysis was used to assess the relationship between the variables, and multiple regression will be used to test the hypotheses of the study.  The findings, indicate the coefficients of the regression where planning for monitoring and evaluation (PLME) has 0.287 with a significance of 0.002, staff technical skills in M&E (STSME) 0.414 with a significance of 0.000 and reporting for M&E (RME) 0.321 with a significance of 0.001. The constant .128 is the predicted value for the dependent variables (performance of IGA project) if all independent variables, planning for M&E=0, staff technical skills in M&E =0 and reporting for M&E =0. The results show that there is a positive and significant relationship between planning for M&E and project performance because the calculated Pearson correlation and significance level between planning for M&E and schedule is positive and significant (r=0.717 and sig=0.00<0.01) level of significance. The calculated Pearson correlation and significance level between planning for M&E and cost is positive and significant (r=0.712 and sig=0.00<0.01) the level of significance. The calculated Pearson correlation and significance level between planning for M&E and stakeholder satisfaction is positive and significant (r= 0.683 and sig=0.00<0.01) level of significance. Conclusion and recommendation   were basing empowerment of Monitoring and evaluation to project performance due to hypothesis (Ho) in this study was rejected.

Keywords: Monitoring, Evaluation, project, Performance.