Abstract

The PCC has recently been witnessing an upsurge in income-generating projects as way of ensuring financial sustainability and practical spiritualism. One way to enhancing the performance of these projects has been through the use of control measures such as monitoring and evaluation processes. The main objective of this study is to assess the effects of monitoring and evaluation processes on project execution in the PCC.

The theory of change, theory of efficiency and agency theory were used to establish the link between monitoring and evaluation processes, effectiveness of their conduct, and project performance assuming that all other factors are kept constant. The study adopted the descriptive survey research design.

Data was obtained from the various Departments / Services, Institutions and Archives Office of the PCC, through questionnaires, source documents, interviews, and observations. Data analysis was by narrative, and simple statistical methods. It was found that M&E processes are conducted by both the PCC Management (supported by 83/175 respondents), and Project Management team/contractors (72/175 respondents).

Good M&E approaches and tools are used; including Results-Based (61/175 respondents), Participatory Approach (52/175 respondents), Regular Supervision (50/175 respondents), and ISs (107/175 respondents). 83/175 of the respondents indicated that there is periodic reporting of project activities and budget utilization.

However, it was also found that comprehensive M&E systems with elaborate plan to guide the control team is lacking. Similarly, 78.9% respondents said no funds are provided for M&E processes. 48% of respondents agreed that projects encounter delays and budget overruns but 52% said that the quality of products / services is good.

The projects are said to be relevant and useful, and 68.6% respondents confirmed that beneficiaries are satisfied with the products/services. It was deduced that all other factors kept constant, execution of PCC projects would be more successful if monitoring and evaluation processes were more effective.

The following recommendations were made among others: award of project management contracts to professionals with M&E expertise; the setting up of a comprehensive M&E system with an elaborate plan for every project, budgetary allocations and disbursement for M&E processes, and training of M&E.

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