Monitoring and evaluation practices on performance of government agencies, a case of Uganda wildlife authority, Kamwokya, Kampala, Uganda

Abstract

This study assessed the impact of monitoring and evaluation (M&E) practices on project performance within the Uganda Wildlife Authority (UWA), aiming to understand how specific M&E components influence institutional effectiveness. Using quantitative data from 103 respondents, the study tested three hypotheses: whether monitoring frequency, evaluation methods, and feedback mechanisms significantly affect project performance. Regression analysis revealed that feedback mechanisms had a strong and statistically significant positive effect on project performance (β = 0.740, p < 0.001), while monitoring and reporting had a marginally negative effect (β = -0.085, p = 0.056), and evaluation methods showed no significant influence (β = 0.009, p = 0.945). Further analysis examined whether capacity-building initiatives mediate the relationship between M&E practices and project performance. Although monitoring and reporting (β = 0.132, p = 0.046) and feedback mechanisms (β = 0.552, p = 0.001) significantly influenced capacity-building, the latter did not significantly predict project performance (β = -0.004, p = 0.952). The findings suggest that while feedback systems are critical drivers of performance, capacity-building initiatives, as currently implemented, do not directly translate into measurable project improvements. Based on these findings, the study recommends that UWA enhance its feedback mechanisms by integrating timely, bidirectional communication channels and digital platforms to improve decision-making and accountability. Additionally, the Authority should redesign its capacity-building initiatives—ensuring that training, mentoring, and attachments are directly aligned with M&E competencies, strategic objectives, and performance outcomes.